Post on 16-Aug-2020
The Number One African City in Service Delivery, Innovation and Good Governance
Steve Tshwete Local Municipality
2017-2022 CYCLE
2019/20
INTEGRATED DEVELOPMENT PLAN (IDP)
1 The Number One African City in Service Delivery, Innovation and Good Governance
CONTENTS
CHAPTER 1: MUNICIPAL BACKGROUND ............................................................................... 8
1.1. Introduction and Overview ........................................................................................... 8
1.2. Integrated Development Planning and Its Guiding Principles ......................................11
1.3. National and Provincial and District Alignment ............................................................12
1.4. The 2019/20 IDP Development Process .....................................................................16
1.5. Outcomes of the IDP Community Consultation Meetings ............................................18
1.6. Problem Analysis ........................................................................................................34
1.7. 2019/20 Community Priorities .....................................................................................35
1.10. Municipal Powers and Functions ..................................................................................48
CHAPTER 2: SITUATIONAL ANALYSIS ..................................................................................49
2.1. Introduction ....................................................................................................................49
2.2. Population Profile ...........................................................................................................49
2.3. Health .............................................................................................................................58
2.4. Household (HH) Profile and Services .............................................................................59
2.5. Community facilities .......................................................................................................62
2.6. Municipal Strengths, Weaknesses, Opportunities and Threats Analysis .........................62
2.7. Municipal Spatial Development Framework (MSDF) ......................................................63
2.8. Conclusion .....................................................................................................................80
CHAPTER 3: STRATEGIC CONTEXT ......................................................................................81
3.1. Introduction ....................................................................................................................81
3.2. Hierarchy of Plans informing Steve Tshwete’s delivery agenda ......................................81
3.3. STLM Strategic Direction................................................................................................82
3.4. Key Performance Areas, Strategic Goals, Strategic Objectives and Priority Issues ........82
3.5. Strategic intent ............................................................................................................83
CHAPTER 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION .....................................88
4.1. Introduction .................................................................................................................88
4.2. Public Participation .....................................................................................................88
4.3. Administration services ...............................................................................................91
4.4. Legal services .............................................................................................................91
4.5. Performance Management System (PMS) and Integrated Development Plan (IDP) .......92
4.6. Risk management ..........................................................................................................92
2 The Number One African City in Service Delivery, Innovation and Good Governance
4.7. Internal Audit ..................................................................................................................93
4.8. Information Communication and Technology ..................................................................94
4.9. Customer care ................................................................................................................94
4.10. Strategies, Objectives and Projects ..............................................................................95
4.11. 2019/20 Capial Projects ............................................................................................. 102
CHAPTER 5: MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT 106
5.1. Introduction .................................................................................................................. 106
5.2. Political Structure ......................................................................................................... 106
5.3. 2017/22 Approved Executive and Organisational Structure .......................................... 107
5.4. Human Resource and Performance Management .................................................. 108
5.5. Strategies, Objectives and Projects .............................................................................. 113
CHAPTER 6. FINANCIAL VIABILITY ...................................................................................... 114
6.1. Introduction and Background ........................................................................................ 114
6.2. Financial Strategy Framework ...................................................................................... 114
6.3. Financial Management Policies .................................................................................... 117
6.4. Medium Term Revenue and Expenditure Framework Forecast (MTREF) ................. 119
6.5. Operating Expenditure .............................................................................................. 124
6.6. Capital Expenditure ................................................................................................... 128
6.7. Conclusion ................................................................................................................ 132
6.8. Strategies, Objectives and Projects .............................................................................. 133
6.9. 2019/20 Capital Projects .............................................................................................. 137
CHAPTER 7. LOCAL ECONOMIC DEVELOPMENT .............................................................. 138
7.1. Introduction ................................................................................................................ 138
7.2. Legislative Requirement ............................................................................................ 138
7.3. Steve Tshwete Economic Profile .............................................................................. 138
7.4. Spatial Development Characteristics ........................................................................ 139
7.5. Strategic direction ...................................................................................................... 140
7.6. Economic Corridors/Nodes ....................................................................................... 140
7.7. Challenges to Local Economic Development .......................................................... 141
7.8. LED Projects ............................................................................................................... 141
7.9. Strategies, Objectives and Projects .......................................................................... 145
7.10. Long-term Proposed Investment Plan .................................................................... 147
3 The Number One African City in Service Delivery, Innovation and Good Governance
CHAPTER 8. INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY .................. 150
8.1. Introduction .................................................................................................................. 150
8.2. Solid Waste Management ............................................................................................ 150
8.3. Environmental Management ...................................................................................... 152
8.4. Climate change adaptation and mitigation ............................................................... 154
8.5. Water Services ........................................................................................................... 159
8.6. Sanitation .................................................................................................................... 160
8.7. Roads and Storm Water ............................................................................................. 161
8.8. Electrical Engineering Services ................................................................................ 162
8.9. Cemeteries .................................................................................................................. 163
8.10. Sports and Recreation Facilities, Parks, Playing Equipment and Greening ........ 164
8.11. Community Facilities (Buildings) ............................................................................ 165
8.12. Strategies, objectives and projects ............................................................................. 167
8.12. 2019-2020 Capital Projects ........................................................................................ 186
CHAPTER 9. SMART CITY PROGRAMME ............................................................................ 227
9.1. Introduction .................................................................................................................. 227
9.2. Smart City programme ................................................................................................. 227
9.4. Strategies, objectives and projects ............................................................................... 233
CHAPTER 10. SPATIAL PLANNING AND COMMUNITY DEVELOPMENT ........................... 235
10.1. Introduction ........................................................................................................... 235
10.2. Town planning ..................................................................................................... 235
10.3. Human Settlements .................................................................................................... 239
10.4. Safety, Security, Fire and Emergency ........................................................................ 240
10.5. Licensing .................................................................................................................... 243
10.6. Education and Libraries .............................................................................................. 243
10.7. Special Programmes .................................................................................................. 244
10.8. Youth Development .................................................................................................... 245
10.9. Recreation, Moral Regeneration and Sports. ......................................................... 246
10.10. Arts and Culture ....................................................................................................... 247
10.11. Strategies, Objectives and Projects .......................................................................... 248
10.12. 2019-2020 Projects .................................................................................................. 258
CHAPTER 11: INTERGOVERNMENTAL RELATIONS ........................................................... 264
4 The Number One African City in Service Delivery, Innovation and Good Governance
11.1. Intergovernmental relations ........................................................................................ 264
11.2. 2019/20 List of Projects from the District and Sector Departments ........................ 264
11.3. 201/20 Projects from Private Businesses .............................................................. 269
CHAPTER 12: HOUSING ....................................................................................................... 271
12.1. Introduction ........................................................................................................... 271
12.2. Legislative and Policy Framework ......................................................................... 271
12.3. Housing Demand ................................................................................................... 272
12.4. Human Settlements Development Strategies ........................................................ 272
12.5. Status of Infrastructure Service Provisions for Prioritized Housing Projects ........... 274
12.6. Access to land for Human Settlements .................................................................. 276
12.7. Housing programmes ............................................................................................ 276
12.8. Municipal Accreditation .......................................................................................... 279
12.9. Public Private Partnerships (PPP) in Housing Delivery .......................................... 280
12.10. Current Availability of Sites for Top Structures ............................................... 280
12.11. 2019/20 Housing Subsidy Projects ................................................................. 281
12.12. Challenges for housing delivery in Steve Tshwete.......................................... 281
CHAPTER 13: PERFORMANCE MANAGEMENT SYSTEM ................................................... 283
13.1. Introduction ........................................................................................................... 283
13.2. Role Players in the Management of Performance Management ............................ 284
13.3. Status of the Performance Management System in the Municipality ...................... 284
13.4. Auditor General Outcome and Action Plan for 2017/18 FY .................................... 312
CHAPTER 14: DISASTER MANAGEMENT ............................................................................ 320
14.1 Introduction ................................................................................................................. 320
14.2. Legislative framework ......................................................................................... 320
14.3. Disaster Risk Reduction ........................................................................................ 321
14.4. Response and Recovery ....................................................................................... 326
CHAPTER 15. MUNICIPAL STRATEGIES, SECTOR PLANS AND POLICIES ...................... 329
5 The Number One African City in Service Delivery, Innovation and Good Governance
Tables and Figures
Figure 1: Steve Tshwete Local Municipality as One of Six Local Municipalities in the Nkangala District Municipality .................................................................................................................................... 9 Figure 2: The Area Comprising Steve Tshwete Local Municipality ..................................................... 10 Figure 3: Population size: 1996, 2001, 2007, 2011 and 2016 .................................................................... 49 Figure 4: Population Growth Rate (%) ........................................................................................................ 49 Figure 5: Population Group 1996, 2001 and 2011 ...................................................................................... 51 Figure 6: Sex ratio 1996, 2001 and 2011 .................................................................................................... 52 Figure 7: Distribution of Population by Age and Sex in 2016 .............................................................. 53 Figure 8: Highest Educational attainment (20+ years) ................................................................................ 54 Figure 9: Individual income distribution in Steve Tshwete 2001 and 2011 ................................................. 57 Figure 10: Household Income 2001, 2007, 2011 ........................................................................................ 58 Figure 11: HIV Prevalence by Sub-district: 2011-13 ................................................................................... 59 Figure 12: Number of Households in Steve Tshwete 1996, 2001, 2007, 2011 and 2016 .................... 59 Figure 13: Rate of Increase of Households ................................................................................................ 60 Figure 14: Core elements of the IUDF ........................................................................................................ 70 Figure 15: Hierarchy of Plans informing Steve Tshwete’s delivery agenda ....................................... 81 Figure 16: Political Governance Structure ........................................................................................... 106 Figure 17: Rental stock managed by the municipality .............................................................................. 277 Figure 18: Other housing programmes to be supported ........................................................................... 279 Table
Table 1: Community Prioritised Needs ................................................................................................... 35 Table 2: IDP Structures, Roles and Responsibilities .................................................................................. 46 Table 3: Municipal Functions ...................................................................................................................... 48 Table 4: Poverty in Steve Tshwete 2001, 2011 and 2016 .......................................................................... 55 Table 5: Social Grants Beneficiaries (April 2018) ....................................................................................... 56 Table 6: Households with Access to Services 2011 and 2016 ................................................................... 60 Table 7: Steve Tshwete Household dynamics 2001, 2011 and 2016 ........................................................ 61 Table 8: Dwelling Types 1996, 2001, 2011 and 2016 ................................................................................ 61 Table 9: List of all Community Facilities ...................................................................................................... 62 Table 11: Strategic goals and priority areas ............................................................................................... 82 Table 12: Scheduled Dates for the Mayoral Outreach Meetings for 2018 .................................................. 89 Table 13: Race and Gender Profile ........................................................................................................ 111 Table 14: Equity Targets and Status Quo at the Three Highest Levels in the Municipality for the Period of 2018-2021 ................................................................................................................................ 111 Table 15: Employment Equity Plan/Status Quo Report ...................................................................... 112 Table 16: Status of Infrastructure Services ............................................................................................... 275 Table 17: Serviced sites available for top structures ................................................................................ 280 Table 18: Housing projects for 2019/20 .................................................................................................... 281 Table 19: Challenges Objectives and Strategies for Housing Delivery in Steve Tshwete Local Municipality ............................................................................................................................................. 281 Table 21: Disaster Prevention, Mitigation for Specific Known Risk .......................................................... 321 Table 22: Steve Tshwete’s risk profile and mitigation strategies .............................................................. 322 Table 23: Municipal Strategies, Sector Plans and Policies ....................................................................... 329
6 The Number One African City in Service Delivery, Innovation and Good Governance
ABBREVIATIONS
ABET: Adult Basic Education and Training
ATM: Automatic Teller Machine
CBD: Central Business District
CBOs: Community Based Organisations
CDW: Community Development Worker
CETA: Construction Education and Training Agency
CITP: Comprehensive Integrated Transport Plan
COGTA: Cooperative Governance and Traditional Affairs
CRR: Capital Replacement Reserve
DAC: District Aids Council
DARDLA: Department of Agriculture, Rural Development and Land Administration
DCSR: Department of Culture, Sports and Recreation
DEAT: Department of Environmental Affairs and Tourism
DME: Department of Minerals and Energy
DMP: Disaster Management Plan
DOE: Department of Education
DPRT: Department of Public Works Roads and Transport
ED: Economic Development
EFF: External Financial Fund
EPWP: Expanded Public Works Programme
ESKOM: Electricity Supply Commission
FBS: Free Basic Services
FMG: Financial Management Grant
GAMAP : Generally Accepted Municipal Accounting Practices
GDP: Gross Domestic Product
GIS: Geographic Information System
HIV/AIDS: Human Immunodeficiency Virus/ Acquired Immune Deficiency Syndrome
HOD: Head of Department
HRD: Human Resource Development
IDP: Integrated Development Plan
IEM: Integrated Environmental Management
IGR: Intergovernmental Relations
IUDF: Integrated Urban Development Framework
INEP: Integrated National Electricity Program
ISDF: Integrated Spatial Development Framework
ISRDP: Integrated Sustainable Rural Development Program
IT: Information Technology
ITP: Integrated Transport Plan
IWMP: Integrated Waste Management Plan
KPA: Key Performance Area
KPI: Key Performance Indicator
KPR: Key Performance Results
LED: Local Economic Development
LM: Local Municipality
MAG; Municipal Accreditation Grant
M&E: Monitoring and Evaluation
MFMA: Municipal Finance Management Act
7 The Number One African City in Service Delivery, Innovation and Good Governance
MIG: Municipal Infrastructure Grant
MP313: Steve Tshwete Municipality (Middelburg Municipality 313)
MPCC: Multi Purpose Community Centre
MSA: Local Government Structures Act
MSA: Local Government Municipal Systems Act M
MSIG: Municipal Systems & Implementation Grant
MTEF: Medium Terms Expenditure Framework
MTSF: Medium Term Strategic Framework
NDM: Nkangala District Municipality
NEMA: National Environmental Management Act no.
NER: National Electricity Regulator
NGO: Non Governmental Organisation
NSDP: National Spatial Development Perspective
NWMS: National waste Management Strategy
Opex: Operational Budget
PGDS: Provincial Growth and Development Strategy
PHC: Primary Health Care
PPP: Public Private Partnership
PMS: Performance Management System
RDP: Reconstruction Development Programme
REDS: Regional Electricity Distribution System
RSC: Regional Service Council
SABS: South African Bureau Standards
SACOB: South African Chamber of Business
SALGA: South African Local Government Association
SANAC: South African National Aids Council
SAPS: South African Police Services
SASSA: South African Social Security Agency
SDBIP: Service Delivery Budget Implementation Plan
SDF: Spatial Development Framework
SDG: Sustainable Development Goals
SDP: Skills Development Plan
SMME: Small Medium Micro Enterprises
SETA: Sector Education Training Authority
SLA: Service Level Agreement
STLM: Steve Tshwete Local Municipality
SWOT: Strength, Weaknesses, Opportunity and Threat
WSA: Water Services Authority
WPSP: White Paper on Strategic Planning
8 The Number One African City in Service Delivery, Innovation and Good Governance
CHAPTER 1: MUNICIPAL BACKGROUND
1.1. Introduction and Overview
Steve Tshwete Local Municipality is situated at the centre of Nkangala District Municipality as
illustrated on Figure 1. It is approximately 3,976 square kilometres in extent, representing 23.7%
of the District land mass. To the west it is bordered by the Emalahleni and Thembisile Hani Local
Municipalities; the Govan Mbeki and Msukaligwa Local Municipalities in Gert Sibande District to
the south; and the Emakhazeni and Chief Albert Luthuli Local Municipalities to the east. Adjacent
to the north of the Steve Tshwete Municipality is Elias Motsoaledi Municipality which forms part
of the Sekhukhune District Municipality in Limpopo Province.
One of the most important features of the Steve Tshwete LM (STLM) is the fact that the
intersection between two national transport corridors, the N4 (Maputo Development Corridor) and
the N11 (Middelburg/ Bethal/ Ermelo/ Richards Bay Corridor) is located in the central part of the
Municipality at Middelburg Town (refer to Figure 2).
Middelburg is the primary activity node within the municipal area, followed by Hendrina towards
the south-east. Furthermore, a number of settlements and villages are found in the LM, located
especially to the south of the N4 freeway.
The Municipality is home to a number of large industries such as Columbus Steel (therefore the
strap line “the home of stainless steel”), Eskom (power generation), the Nkangala District
Municipality’s headquarters and various government departments.
Figure 1: Steve Tshwete Local Municipality as One of Six Local Municipalities in the Nkangala District Municipality
10 The Number One African City in Service Delivery, Innovation and Good Governance
Figure 2: The Area Comprising Steve Tshwete Local Municipality
11 The Number One African City in Service Delivery, Innovation and Good Governance
1.2. Integrated Development Planning and Its Guiding Principles
The Integrated Development Plan (IDP) is the principal strategic planning instrument which
guides and informs all planning, budgeting, management and decision making processes in
the municipality. The purpose of the IDP is to ensure the effective use of scarce resources;
helps to speed up delivery and attract additional funds from all the spheres of government and
the private sector; helps to overcome the legacy of apartheid by lobbying for integrated rural
and urban areas and to extend services to the poor and lastly promotes co-ordination between
local, provincial and national government.
The formulation of the IDP was guided by various pieces of legislation; amongst others are the
following:
The Integrated Development Planning process originates in the Constitution of the Republic
of South Africa (Act 108 of 1996), which instructs local government to:
Provide democratic and accountable government to all communities;
Ensure the provision of services to communities in a sustainable manner;
Promote social and economic development;
Promote a safe and healthy environment; and
Encourage the involvement of communities and community organisations in matters of
local government.
The Municipal Structures Act (Act 117 of 1998) provides for the following:
Chapter 5: Stipulates the general functions and powers of municipalities
Section 83 (1): Each municipality has powers and functions assigned to it in terms of
the provisions of the Constitution
Section 83 (2): Powers and functions must be divided between the District Municipality
and the Local Municipalities
Chapter 5, Section 26 of the Municipal Systems Act indicates the core components of an
IDP and that such an IDP must reflect the following:
The municipal council’s vision for the long term development of the municipality with
special emphasis on the municipality’s most critical development and internal
transformation needs.
An assessment of the existing level of development in the municipality, which must
include an identification of communities which do not have access to basic municipal
services.
The council’s development priorities and objectives for its elected term, including its
local economic development and internal transformation needs.
The council’s development strategies which must be aligned with any national and
provincial sectoral plans and planning requirements that are binding on the municipality
in terms of legislation.
12 The Number One African City in Service Delivery, Innovation and Good Governance
A spatial development framework which must include the provision of basic guidelines
for a land use management system for the municipality.
The council’s operational strategies.
Applicable disaster management plans.
A financial plan, which must include a budget projection for at least the next three
years.
The key performance indicators and performance targets determined in terms of
Section 41 of the MSA.
Municipal Finance Management Act no 56 of 2003 which emphasizes secure sound and
sustainable management of the financial affairs of the municipalities and other institutions in
local government. It provides clarity on municipal budgetary processes and how these budgets
should be utilized. This act addresses three critical aspects in the IDP implementation plan,
namely:
Transformation of the procurement approach;
Alignment of the IDP, budgeting and performance management processes;
Linkage of IDP timeframes with budget time frames.
The Municipal Planning and Performance Management Regulations (R796 of 2001) set
out further requirements for an IDP:
An institutional framework is required for the implementation of the IDP and to
address the municipality’s internal transformation;
Investment initiatives;
Development initiatives including infrastructure, physical, social and institutional
development; and
All known projects, plans and programmes to be implemented within the municipality
by any organ of state.
Intergovernmental relations framework Act no 13 of 2005 which provides clarity on how
all the three spheres of government must work together. The Act is a response to the limited
successes in the alignment efforts among the three spheres of government. It creates a
framework to support intergovernmental cooperation and coordination as required by the
Constitution in its definition of “cooperative governance”. It provides for the obligation of all
spheres to participate in the planning processes of the municipality and in turn allow their own
planning processes to be influenced by the municipal IDP’s. The Act establishes structures
and processes that enhance inter – governmental planning and monitoring processes for local,
provincial and national spheres of governance
1.3. National and Provincial and District Alignment
Sustainable Development Goals
In 2015 the Millennium Development Goals (MDGs) came to the end of their term, and the
sustainable developmebt goals were introduced as the post 2015 agenda comprising 17
Sustainable Development Goals, 169 targets and 229 indicators took their place. The SDG’s
13 The Number One African City in Service Delivery, Innovation and Good Governance
are based on the moral principle of the Millennium Development Goals which aimed to ensure
that no one or one country should be left behind and that each country has a common
responsibility in delivering on the global vision. The goals sets out a holistic framework to help
set the world on a path towards sustainable development, by addressing all three dimensions
of economic development, social inclusion, and environmental sustainability. During the
development of the 5 year IDP efforts were made to ensure that integration and
institutionalization of the SDG in the planning processes of the municipality is achieved.
National Spatial Development Perspective (NSDP)
It provides for focusing of development on areas of potential as a catalyst towards
improvement of lives of communities. Areas of potential or nodal points should be prioritized
for infrastructure investment. The development of the municipal SDF took into consideration
proposals of the NSDP.
National Development Plan
The NDP serves aims to ensure that all South Africans attain a decent standard of living
through the elimination of poverty and reduction of inequality. Below are the key elements that
each sphere if government must attain in order to achieve the decent living standards
Water, electricity, sanitation and Housing
Clean environment
Employment
Safety and security
Recreation and leisure
Safe and reliable public transport
Quality education and skills development
Quality health care
Social protection
Adequate nutrition
14 National Outcomes
The outcomes elaborates the governing party’s electoral mandate of 2014-2019 into 14
outcomes that guide the programmes of department, parastatals, municipalities and civil
society in general. Below are the outcomes:
Improve the quality of basic education
Improve health and life expectancy
All people in South Africa protected and feel safe
Decent employment through inclusive economic growth
A skilled and capable workforce to support inclusive growth
An efficient, competitive and responsive economic infrastructure network
Vibrant, equitable and sustainable rural communities and food security
Sustainable human settlements and improved quality of household life
A response and accountable, effective and efficient local government system
Protection and enhancement of environmental assets and natural resources
14 The Number One African City in Service Delivery, Innovation and Good Governance
A better South Africa, a better and safer Africa and world
A developmental-oriented public service and inclusive citizenry
A comprehensive, responsive and sustainable social protection system.
A diverse, socially cohesive society with a common national identity.
Back to basics
In September 2014, at the Presidential Local Government Summit on the State of
municipalities across the country, Cabinet approved the framework for the development and
subsequent implementation of the Back to Basics Approach in all provinces and by all
municipalities. The Back to Basics Approach provides municipalities with the opportunity to set
strategic programmes of action to remedy the challenges and shortcoming expressed in
September 2014 State of Municipality Report. Below are the four focal areas that all
municipalities need to prioritise in order to enhance service delivery:
Basic Services: Creating conditions for decent living
Good governance;
Good governance
public participation: Putting people first;
Sound financial management;
Building capable Institutions and Administrations.
The municipality reports on monthly basis on the implementation of Back to Basics Approach.
Mpumalanga vision 2030
The plan is the province’s approach to realising the objectives of the NDP in the provincial
context and it builds on and informs past & existing sectorial and related planning interventions
in Mpumalanga. The plan has the following organizing structure:
The logic of this approach is that in order for the socio-economic outcomes to be achieved,
key mechanisms must be in place to facilitate the achievement of objectives. In turn, these
mechanisms need to build on the strong foundations of a safe and cohesive society and honest
Figure 1: Organising structure of the plan
15 The Number One African City in Service Delivery, Innovation and Good Governance
and capable public service. Unless these conditions are in place, it will not be possible to drive
development and create jobs through infrastructure development.
Intergrated Urban Development Framework
The IUDF aims to guide the development of inclusive, resilient and liveable urban settlements,
while directly addressing the unique conditions and challenges facing South Africa’s cities and
towns. To achieve this transformative vision, four overall strategic goals are introduced:
Spatial integration: To forge new spatial forms in settlement, transport, social and
economy
Inclusion and access: To ensure people have access to social and economic
services, opportunities and choices.
Growth: To harness urban dynamism for inclusive, sustainable economic growth and
development.
Governance: To enhance the capacity of the state and its citizens to work together
to achieve spatial and social integration.
The following entails the Integrated Urban Development Framework’s 8 policy levers aimed towards addressing the structural drivers that will promote that current scenario of cities and towns:- Policy Lever 1: Integrated Spatial Planning. Policy Lever 2: Integrated Transport and Mobility. Policy Lever 3: Integrated and Sustainable Human Settlements. Policy Lever 4: Integrated Urban Infrastructure. Policy Lever 5: Efficient Land Governance and Management. Policy Lever 6: Inclusive Economic Development. Policy Lever 7: Empowered Active Communities. Policy Lever 8: Effective Urban Governance. State of the national address and state of provincial address In the State of the Nation Address (SONA) delivered by President Cyril Ramaphosa on 07 February 2019 in Parliament, the President indicated that as a diverse people and as a united nation, we will celebrate one of the greatest of human achievements, being freedom over subjugation, the triumph of democracy over racial tyranny, the triumph of hope over despair. The president further quoted “We must spend this year, the 25th anniversary of our freedom, asking ourselves whether we have built a society in which all South Africans equally and without exception enjoy their inalienable rights to life, dignity and liberty. Government need to take steps to reduce municipal non-payment and confront the culture of non-payment that exists in some communities. It is imperative that all those who use electricity over and above the free basic electricity provided, should pay for it. Government will undertake the following five most urgent tasks that will underpin everything that it does in 2019:
Accelerate inclusive economic growth and create jobs.
Improve the education system and develop the skills needed now and into the future.
16 The Number One African City in Service Delivery, Innovation and Good Governance
Improve the conditions of life for all South Africans, especially the poor.
Step up the fight against corruption and state capture.
Strengthen the capacity of the State to address the needs of the people. The primary focus for all the spheres of government in 2019, highlighted in the SONA and SOPAs is in support of the continued efforts to implement radical socio-economic transformation programmes which would encompass amongst others the following:
Job creation for the youth
Encouraging significant new investments in the economy to increase job creation
opportunities
Re-industrialization on a large scale underpinned by transformation
Revitalization of Agriculture to grow the economy and create jobs
Acceleration of the Land Redistribution programme and make more land available for
cultivation
Revitalization of the Tourism Industry
Expansion of economic opportunities for people with disabilities
Revitalization of the township economy with a primary focus on manufacturing to
increase opportunities for job creation
Infrastructure development i.e., reliable bulk water supply, sanitation, electricity,
roads and housing
Transformation of Education and enhancement of skills development
1.4. The 2019/20 IDP Development Process The Municipal Systems Act also provides for the development of a municipal’s IDP that must
be aligned to with and complement the development plans and strategies of other affected
municipalities and other organs of state so as to give effect to the principles of corporative
government contains in section 41 of the constitutions. The following process was followed
during the development of the 2019/20 IDP:
Preparation process
The IDP process plan was developed in August 2018 inline with district framework and incorporated within the Finance: Budget Preparation Timetable: 2019/20 that was adopted by
Council under item No SC11/08/2018. Analysis process The analysis phase involved the performance assessment of 2019/20, the municipal level of
development and service delivery backlogs. Key strategic documents such as IDP, Service
Delivery and Budget Implementation Plan (SDBIP), Mid-year performance, Budget and Annual
Report were used to assess the performance of the municipality. As a result, a municipal
performance report was developed to guide the development of the 2019/20 IDP. Public
participation was conducted during between the month of October 2018 and January 2019 in
all the 29 wards. See table 1.6 for all the 2019-20 community priorities.
17 The Number One African City in Service Delivery, Innovation and Good Governance
Strategic Phase
Strategy mapping meeting took place 12 December 2018 in order to propose development
strategies for the 2019/20. A technical lekgotla was held on the 30th of January 2019
respectively for performance feedback to stakeholders, needs prioritization and review and
confirmation of municipal strategic objectives to be inline with the strategic intents as proposed
during the strategy mapping meeting and priorities for 2019/20.
The strategic planning Lekgotla took place betwenn in 30 January – 01 February 2019 where
management share with the political head the new strategic direction that the municipality will
undertake for the 2019/20 financial year. It was further resolved that there needs to be a review
of the organizational structure to be inline with the new strategic direction
Project phase
After the legotla, Executive Directors identified projects that must be prioritised in the 2019/20
IDP informed by the community priorities, the new strategic direction of the municipality and
financial projections.
Integration phase
An IDP Technical meeting was scheduled to take place on the 12 December 2018 with sector
departments, parastatals and the private sector in order consolidate all proposed projects and
programmes that will be implemented within the municipality for the 2017-22 financial years.
All sector plans/ policies that required a review were reviewed amongst others were the PMS
Framework, the SDF, WSDP, etc
Approval phase
The draft IDP will serve in Council at the end of March 2019 for noting and the municipality
advertised for comments in April 2019 in the Observer and the Harold newspapers requesting
comments. An IDP Representative forum took place on the 20th of February 2019 for
stakeholder consultation on the draft IDP.
The final IDP will be adopted at the end of May 2019.
Budgeting
The IDP can be regarded as a tool that enables the municipality to align its financial and
institutional resources based on agreed policy objectives and programmes. As a result the
municipal IDP and budget are inevitably linked to one another as stipulated by legislation.
Local Government Municipal Finance Management Act, 56 of 2003, section 21 (1) stipulates
that the Mayor of a municipality must co-ordinate the processes for preparing the annual
budget and for reviewing the municipality’s integrated development plan and budget-related
policies, to ensure that the tabled budget and any revisions of the integrated development plan
and budget-related policies are mutually consistent and credible; at least 10 months before the
start of the budget year, table in the municipal council a time schedule outlining key deadlines
for the preparation, tabling and approval of the annual budget; the annual review of: —
18 The Number One African City in Service Delivery, Innovation and Good Governance
(aa) the integrated development plan in terms of section 34 of the Municipal Systems Act; and
(bb) the budget-related policies; the tabling and adoption of any amendments to the integrated
development plan and the budget-related policies; and any consultative processes forming
part of the processes referred to in subparagraphs (i), (ii) and (iii).
The Local Government Municipal Planning and Performance Management Regulations, 2001
Section 6 stipulates that:
Giving effect to integrated development plan
A municipality’s Integrated Development Plan must inform the municipality’s annual budget
that must be based on the development priorities and objectives referred to in section 26(c) of
the Act, and the performance targets set by the municipality in terms of regulation l2; and be
used to prepare action plans for the implementation of strategies identified by the
municipality.The draft budget tabled was finally submitted to Council for adoption by March
2019.
Implementation and Monitoring of Performance
The implementation and monitoring of the IDP is done continuously throughout the year. This
phase represents the implementation and monitoring of proposals and projects contained in
the IDP. The municipality develops organizational performance management plan, which
reflects Key Performance Indicators (KPI’s) and targets linked to the Integrated Development
Plan. This plan will be used as a monitoring framework towards the implementation of the IDP
and the attached budget thereof.
This phase comprises meetings/negotiations with provincial departments in order to monitor
progress on provincially/nationally funded projects and meetings on funding, powers, duties
and functions etc, as contemplated in the IDP document. During this phase, the situation
regarding the development and review of sectoral strategic plans will also be monitored. The
implementation and monitoring phase is a continuous process which commenced July 2018
and continuing right through to June 2019.
1.5. Outcomes of the IDP Community Consultation Meetings
STLM engaged in an intensive community consultation that was done at a ward level in line
with the community based planning approach. The municipality employed the community
based planning approach to stimulate participatory governance by awarding community
members a fair opportunity to deliberate on issues affecting them in their respective wards.
Furthermore, this approach was implemented to inevitably include the local community in
decision-making, planning and generally allowing them to play an active part in their own
development.
To facilitate this community consultation process, a team consisting of Ward Councilors, Ward
Committee Members, Community Development Workers and professionals was deployed to
facilitate workshops in all the 29 municipal wards. The object of these workshops was to
19 The Number One African City in Service Delivery, Innovation and Good Governance
engage the communities about the IDP process, to give progress on performance in relation
to municipal matters and to workshop communities about some of the sector plans.
Five Year (2017- 2022) Identified Needs per Ward
WARD 1: Cllr. DJ Skhosana
EXT 2 STAND 2416
CAPITAL CAPITAL PUBLIC-PRIVATE PRIORITIES
Formalization of informal settlements to access basic services
rezoning of stands to proper streets and be tarred (Between Jiyana & Mogola Streets’ Between Mogola & Titiboy streets; Between Makgopa & Shabalala streets; At the end of Kgwale Street Between Benjamin 2 & AME church
Solar Geysers
Upgrading of Kwazamokuhle stadium Provision of Garden waste drums
Satellite offices for the Department of Labour and the Department of Home Affairs (operating from Monday to Friday)
Tarring of roads: – Mahlase Street, Moropa Street, Makofane Street, Lukhele Street, Ingwe Street (between stand no’s 2535 & 2536) in Kwazamokuhle Speed Humps at the following streets (Mashego Street, Makgopa Street, Benjamin Street (No. 2), Simon Nkosi Street, Titiboy Street, Zulu Street, Ingwe Street, Ngubeni Street, and Msimango Street)
Municipal Paypoint at Kwazamokuhle
FET & TVET College in Hendrina
Servicing of Eskom stands in Kwazamokuhle Ext 2 (water, sanitation & electricity)
Cleaning of storm water drains Development of a mall
Church sites and business sites RDP Housing
Thusong Centre at Cosmos Multipurpose Centre
Post Office in Kwazamokuhle
Serviced residential stands 24 HR Police Station
Community Hall in Kwazamokuhle Employment opportunities
Cemetery on dry land Youth Development Skills Centre
Dumping site and provision of bulk refuse containers
Taxi shelters at Kwazamokuhle taxi rank Library at Kwazamokuhle
Animal Pound for roaming animals
WARD 2: Cllr. M. Masina
EXT 2 STAND 2416
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Electrification of informal settlements Bus on a weekdays from Hendrina to the mall and Middelburg College
Resettlement of informal settlements to serviced land
Provision of land for Cattle Kraals
Tarring of roads in Ext 6 & Ext 4 RDP renovation programme
20 The Number One African City in Service Delivery, Innovation and Good Governance
WARD 3: Cllr. LK Mahlangu
WARD 4: Cllr. NC Mkhuma
Container toilets for informal settlements with 24 hour security for operation 24 hrs
Closing down of the dam between the informal settlement areas and Ext 07 and creation of a park or stadium in that space
Serviced residential stands Police station
High mast lights and street lights in the informal settlements
RDP houses
Speed humps in all the main roads and busy streets in the ward
EXT 2 STAND 2416
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Community Hall Renovation of sports field at Malfred
RDP Houses
Serviced residential stands Upgrading of Kwazamokuhle Hostel
Training Centres
Speed humps at the following streets: - Bonginala Street - Phumula Street - In Malfred at Sibiya Street and
Phoku Streets Reconstruct speed hump at Zulu Street
School for the disabled
Street lights at Snyman Street in Hendrina The Department of Labour and Department of Home Affairs offices must operate from Monday to Friday
High mast lights at Malfred and in Makhosini Street
Library at Kwazamokuhle
Disaster Management Centre in Kwazamokuhle
Scholar transport collecting children far from their homes
KOORNFONTEIN
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Agri-village for farm dwellers (1) Soccer field, Tennis Courts and Netball courts in Blinkpan & Komati
Recreational facilities
Community Hall (3) Grass cutting at Komati, Blinkpan and Koornfontein
Electrification of rural area and farms by Eskom (10)
High mast lights at Komati/Blinkpan and Koornfontein (4)
Maintenance of street lights Transfer of all sporting facilities at Blinkpan and Komati from the mine and Eskom to municipality (6)
Toilets at rural areas (2) Replacement of water meters High School at Komati (11)
Church sites at Komati (5) Clinic in Komati
Storm water drains (8)
Cemetery (12)
Grading of roads in farms (9)
Resealing of roads
Replacement of mini substation
Construction of Hendrina Waste Transer Station
21 The Number One African City in Service Delivery, Innovation and Good Governance
WARD 5: Cllr. MC Mphego
WARD 6: Cllr. TS Motloung
WARD 7: Cllr. J Matshiane
CYNTHY MURPHY
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Establishment of an Agri -Village Grass cutting at parks Employment opportunities
Cemetery Cleaning and maintenance of storm water drains
Provision of transport for farm schools
Community Hall Servicing of existing boreholes at farms for provision of clean water
Construction of a boarding school for children at farms
Church sites Grading of farm roads EPWP to be provided in the ward
Electrification for farm residents
Water and sanitation at farms
Drilling of boreholes at farms
Speed Humps at Pine Street; Kershout Street; Laurel Street; Kiaat street; between Taaibos and Beech, Macalata street
NALEDI, LESEDI, ROCKDALE
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Serviced residential stands in Rockdale Clearing of illegal dumping sites and NO DUMPING signs to be put up
RDP houses for Naledi, Lesedi, Rockdale
Community Hall in Rockdale Sports ground to be graded and watered down regularly
24 Hr clinic for Rockdale and Naledi
Tarring of roads in Rockdale Youth Development Centre for Rockdale
Construction of pedestrian bridge between Ext 24 & Rockdale down the stream next to the kraals by the pipes.
Employment opportunities
Sewer drainage system in Rockdale
Storm water drainage system in Rockdale
High mast light: - at the sports ground - At Phumelela Secondary school - At Khulanolwazi Primary School
Speed humps in Rockdale
Traffic signs in Rockdale
Grading of gravel roads (roads are uneven and dusty)
Agri-villages for farm areas like Paulmercy, Vaalbank and Blackwattle
Grading of roads in farm areas
RIETKUIL COUNTRY CLUB AND SIKHULULIWE
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Access road to Sikhululiwe village. Skills training Centre at Rietkuil for youth and disability at Erf no: 901 or 902
Cemeteries at Sikhululiwe village and Rietkuil
Transfer and maintenance of all sporting facilities at Rietkuil from Eskom to the Municipality(Tennis
22 The Number One African City in Service Delivery, Innovation and Good Governance
WARD 8: Cllr. JM Mitchell
Court,Netball Court, Soccer Field,Swimming Pool, Community Hall)
Tarring of roads at Sikhululiwe village. Transfer of Rietkuil Eskom Village to the Municipality
High Mast at Rietkuil Electrification of rural village by Eskom
Alternative source of water at Sikhululiwe village and Access water to all the farm communities
High School at Rietkuil
Water borne toilets at Sikhululiwe village SAPS Police station at Rietkuil
Toilets in Rural farms SAPS Police station at Sikhululiwe village
Residential stands at Sikhululiwe village and Rietkuil for middle incomers
Completion of Roads R104 / P154 Old Belfast Road
Church Stands at Rietkuil Primary & High School at Rietkuil
Expansion of MPCC at Sikhululiwe village phase 2 and 3
the schoolar transport be provided for student of Beestepan Agricultural School from Nooitgedacht (kwaMtashana, Seven and Grootlaagte) and kwaPear (Elandsfontein and kwaCharles)
Business stand sites at Sikhululiwe village
Cross over bridge on the N4 to Beestepan High School.
Speed humps at Rietkuil: - Avenue ( A B Xuma) - Avenue ( King Hincsa ) - Avenue (Chris Hani)
Grading of Roads in Farm areas
Transfer station at Rietkuil (dumping side)
Upgrading of sports facilities and parks at Sikhululiwe village .e.g. Dressing room, toilets etc.
NAZARETH COMMUNITY HALL
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Serviced residential stands in Nasaret Patching of potholes RDP Houses
Tarring of roads in Ext 24 Potholes Clinic (with shelter/waiting room) at Nasaret
Storm Water drains in Ext 24 and in Fortnapier Street No 1
Grass cutting Economic development
Street Lights in Ext 24 Multi services water connections Solar geysers Ext 24 and Nasaret
Cemetery with ablution facilities Stray animals in grave yards Job opportunities
Speed Humps in main roads and in Sam Rose
Clearing of illegal dumping site in Ext 24 & Nasaret
Land for gardens
Park development in Nasaret Stands in Rockdale Shopping Centres
Sporting facilities Garden refuse drums Police Station
Swimming pool RDP allocation
Business stands Traffic for funerals
23 The Number One African City in Service Delivery, Innovation and Good Governance
WARD 9: Cllr. J Skhosana
WARD 10: Cllr. TP Mnisi
Parking space at the cemeteries
Bulk dumping area
Roads in Nasaret
Bridge at low Sam Rose
Stadium, Sports grounds and pavilion
SOMAPHEPHA AND KWASFERENYANE
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Water pipes in the 300 pegged stands Municipal paypoint at Driefontein farm/Patatafontein & Ede
Satellite Police Station in Somaphepha
Biological toilets in the 300 pegged stands Water truck to visit farm areas once per week
Grazing land and donation of seeds by DRDLA
RDPs in Somaphepha Mobile Clinic in Ward 9 farms once per week
Church sites in Somaphepha Youth Centre at old Hammelfontein school
Cemeteries Mines’ Social & Labour Plans to assist communities
Tarring of main road to the Boarding school
Windmill at Modifontein farms
Street Lights in the village Solar systems in farm areas
Sidewalk pavings in the village ABET & Job creation in farms
20 high mast lights in Somaphepha Department of Home Affairs to visit farm dwellers
Storm water drainage in Somaphepha
Expansion of Reservoir in Somaphepha
Taxi Rank in Somaphepha
Fencing of Somaphepha village
Proclamation of Ede, Beestepan & Hartebeeshoek
Speed Humps on the access road to Somaphepha
Grading of access roads in farms to give access to scholar transport
HLALAMNANDI OPEN SPACE
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Community Hall Street names
Provision of mobile clinic at Hlalamnandi
Toilets at Marikana Provision of refuse containers erected in Hlalamnandi dumping areas
School
High mast lights Municipal Paypoint Provision of Scholar transport
RDP Houses Naming of streets Job opportunities
Serviced residential stands to build Grass cutting Construction of a Clinic
Street lights and High mast lights Construction of a Primary School
Paving on sidewalks along streets Job creation and skills
development
Sport ground - soccer & netball in Hlalamnandi
New Library in Hlalamnandi
Speed humps (no street names as yet)
Sports facilities
24 The Number One African City in Service Delivery, Innovation and Good Governance
WARD 11: Cllr. A Struwig
WARD 12: Cllr. H Niemann
CORNER JEPPIE & VERDOORN
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Paving or tarring of the Taxi rank at the OK Supermarket (Mineralia)
Municipal Paypoint at OK Supermarket
Community hall
Slipway/robot/stop sign at Jeppe & Mandela Street
Speed humps in the following streets: - Suiderkruis - Tilliet Street - Marmer Street - Aquamarine Street - Ecca Street - Ametis Street (by the private school)
Repairs to the road and paving by the entrance at the OK supermarket (Mineralia)
Robot at Hector & Mandela street
Sports facilities in Ext 18 (Tennis Courts, Skating facilities, Netball field), Soccer field at Verdoorn Street
Road signs, marking of roads in Bloekomsig, Ext 18 and Mineralia
Upgrading of play parks at Hoog Street, Koggel & Verdoon Street and Emerald Street
Paving in Ruby Street and Aquamarine Street
Upgrading of water pipes
Upgrading of sewer system
Upgrading of power cables
Palisade around the play park at Korneot Street in Ext 18 and Bloekomsig
Play park in Bloekomsig
LIBRARY AUDITORIUM
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Tarring of gravel roads in Aerorand West Street names in Aerorand West Fencing off of railway line (Spoornet)
Storm water drainage systems in the new area in Aerorand West
Register street names or changes with authorities (GPS and maps/names differ)
High mast lights at all parks, Athlone dam and open area along the stream between Hexrivier and Mandela streets.
Naming and renaming of key points and street names
Street lights in: - John Magagula Street from Pongola Street to Mandela Street - Hexrivier Street near the railway line
Regular cleaning of all parks and at Athlone Dam
Taxi facility and dustbins on open area from Midwater Centre
Repair of non-functional streetlights in Aerorand
25 The Number One African City in Service Delivery, Innovation and Good Governance
WARD 13: Cllr. S Wait
WARD 14: Cllr. J Pretorius
Taxi lay byes at Midwater and old Friendly Grocer in Chapmans Peak Street
Removal of dumping and building rubble on open areas in Aerorand West
Refuse transfer site in Aerorand West Cutting of grass in open areas and stands (Notices to owners where required)
Upgrading of all existing parks (playing equipment & bins)
Cutting of grass next to Tugela Street & railway
Upgrading of area around Athlone Dam (Ablusions, playing equipment, refuse bins etc.)
Traffic calming in: - John Magagula at Midwater Centre -Sondagsrivier Street between Soutpansberg and Chapmans Peak Streets - Oranje Street at the curve near the cemetery (change tar to rough surface, change curbs and remove trees) - Pongola Street near the sharp curves
Speed humps and pedestrian crossings between the Middelburg Mall & Fountain square
Re-sealing of Hexrivier Street and Mandela Streets
LIBRARY AUDITORIUM
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Physical Infrastructure Open Space management Social Services
Water supply Repair Potholes Economic Services
Sanitation Storm water drainage management
Municipal Health Centres
Electricity supply Reduce water losses Upgrade of Public Health Services
Roads
Construction of a bigger dam
Speed Humps in the following: - John Magagula Street (from Middelburg
High School – Midwater Centre)
- Samora Machel Street (from Zuid – Oranje Street)
- Meyer Street robots at c/o Lillian Ngoyi & Joubert Street
Erect Stop signs and robots
Replacement of old electrical cables – Viljoen /Hoog/Zuid Street
GERALD SEKOTO AUDITORIUM
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
High mast lights are a need in the open spaces between Totius and Dr Beyers Naude Streets on the Koppie.
Mini dumping side The repair of Street Lights
26 The Number One African City in Service Delivery, Innovation and Good Governance
Between where the houses end and the other house start in Totius Street. Gholfsig, will increase visibility
Open space next to the substation is very dark, high mast or lights required (project). Between A G VIsser and Totius Street Golfsig
Street lights in the following streets to be lowered:
- Totius Street - Hospital Street
A safety concern was raised on the dust pollution from Shanduka
Resealing of streets: - Hospital street - Robertson Street Clubville - Hobson Street
lubville - Leipold Street
Golfsig - AG Visser Street Golfsig - The surface collapse in Frewin
Street, Summerglade Flats Clubville - DF Matherbe Street
Clean storm water channels in Totius street and extend/ replace the existing water drainage pipe so that it can handle the flooding of Totius street. Pedestrians in Gholfsig still face many problems. The light poles need attendance, as pedestrians are not visible.
Paving on in: - Totius Street from Sangiro street up
to Bhimmy Damane street - Tswelopele Street from Cowen Ntuli
Street up to Bhimmy Damane extension.
- De Villiers Street (Mica and next to Drs Quarters).
Cleaning of street storm water drains in Gholfsig and Clubville.
SPEED HUMPS: - C/o of Cowen Ntuli Street and
Sangiro Street must be made higher with - speed humps with signs required
- At 10 and 6 West Street – speed humps with signs required
- At 76 Eeeufees Street - Speed humps with signs required
at 40 Totius Street - Speed humps with signs required
at the stop at Cowen Ntuli and Van Wyk Louw Street in Cowen Ntuli Street
- Speed humps with signs required at 58 A G Visser Street and 16 A G Visser Street
Storm water to be improved in Totius street especially at the turn of the road at the old cemetery.
Upgrade the water reticulation system for the supply of up to standard quality water to avoid so many pipe bursts.
Clubville and Gholfsig – pipes burst regularly and water is dirty.
Maintenance of the van Dyksdrift access road to Middelburg should be attended due to the large number of heavy vehicles that use the road (R555)
Tree Cutting - The large groups of Selinga trees in Gholfsig (between Cowen Ntuli, Tswelopele and Totius street) have bushy growths
27 The Number One African City in Service Delivery, Innovation and Good Governance
WARD 15: Cllr. HG de Klerk
and have become a hiding place for criminals.
Dead and dry Trees must be removed or replaced in the ward 14
Management of Household Solid Waste Removal must be planned properly.
Clubville and Gholfsig – regular water pipes burst and water is dirty.
The time frame of repair of reported pot holes is taking too long before repair
The Mandela Drive Graspan have large potholes that need attention.
KANONKOP LAERSKOOL
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Installation of Floodlights at the Cricket Stadium for night cricket
The upgrading of the Floodlights at the A-Rugby field at Kees Taljaard Stadium.
Installation of 1X High mast light at Lions Park c/o Lillian Ngoyi and Oribi Street.
New garages with motorised doors at Rivierpark Old Age Home or proper upgrading of old carports
Upgrading of the whole of Kanonkop’s old water supply system
Placing of street name signs.
Upgrading of storm water drainage in the area.
The completion of the upgrading that were done at the swimming pool rest rooms (swimming pool in Kanonkop).
Building of concrete fence between Springbok Street and Meyer Street (Stoffberg Road) is still a priority.
Bicycle and running lanes can be integrated around Kees Taljaard Stadium.
Streetlights in Meyer Street must be extended up to Renoster Street;
Installation of high mast lights next to the Klein Olifants River
The re-tarring of the whole Jasmyn Street
Upgrading of drainage system at Riverpark Old Age Home
Speed humps at: - the stop street in OR Tambo Street - Koppie Street, opposite Rivierpark
Old Age Home. - Two speed humps in Azalea Street
(next to the Olifants River) at both sides of the Stop signs.
A second speed hump at the stop sign in Broodboom/Oribi streets
The replacing of streetlights cables in Lillian Ngoyi Street,
28 The Number One African City in Service Delivery, Innovation and Good Governance
WARD 16: Cllr. J Dyason
WARD 17: Cllr. J Sekgwele
Placing of enough refuse bins in all of the parks in Kanonkop and next to the Klein Olifants River
DENNISIG PRIMARY SCHOOL
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Ten (100 high mast lights as follows: - 1x in the park between Dennesig
Primary School and Saverite - 1 x in the park next to Verkenner
Street - 7 x in green area (Modderspruit)
between Kanonkop and Dennesig - 1 x in the children’s cemetery in
Karee Street
The Dennesig Primary School parking area in Steve Biko Street needs to be extended from current parking are along the sports field to accommodate parents bringing and fetching scholars to and from school
Tarring of roads in Dennesig (or partially) – Milner Street, Helen Joseph Street, Leyds street, Melrose Avenue and Harry Gwala Street
Two (2) Speed humps in: - Steve Biko street near the
children’s school crossing - At the STOP sign in Njala Street
intersection with Helen Joseph Street
2 x paved walkways in Helen Joseph and Sipres Streets) between Dennesig and Kanonkop to be upgraded
The informal Taxi Rank between the R555 and Sipres Avenue in Kanonkop need to be developed with the necessary amenities (water, toilets etc.) for the users.
Water reeds between Dennesig and Kanonkop along the stream and at the dam must be trimmed.
More refuse bins at parks and green areas and notice boards that read: NO DUMPING, NO QUADS, NO MOTORCYCLES & VEHICLES in parks
Closing of Illegal entrances on the Loskop (R555) road used by residents living in Verkenner Street
Fencing off of the Dennesig dumping site and the entrance to the site and Notice boards need to be erected at the dumping site
Speed humps requested at Rondebosch gravel road at intersection between the houses
NEWTOWN CLINIC
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Parks and Sports Centre Primary school and Early Learning Centre
Street lights at the new area Poverty Relief centre
Paving on sidewalk next to the main road in to Newtown
Library
Pound for straying animals
Speed humps on busy roads in Newtown
29 The Number One African City in Service Delivery, Innovation and Good Governance
WARD 18: Cllr. TP Motsepe
WARD 19: Cllr. RG Mamogale
WARD 20: Cllr. MI Kgalema
WARD 21: Cllr. PM Masilela
ERIC JIYANE COMMUNITY HALL
CAPITAL OPERATIONS/MAINTENANCE SECTOR DEPARTMENTS
Storm water drainage at Protea Street The ablution facilities at Tshwenyane School parking should be opened to be used and 24 hour security be provided
24 hour clinic
Speed Humps at Lekoko Street and Reabota Street
Repairing of High mast light at Eric Jiyane Community hall parking area
Conversion of Block 6 at Reabota into family units
Renovation of the building next to Sizabaswele Home into a Skills Development Centre
REATLEGILE PRIMARY SCHOOL
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Street lights at the streets (Tlou Street; Nhlanhla Street; Maredi Street; Masina Street; Harmans Street; Gogo Nambuyisa Street
Trimming of trees at Maredi Dtreet Skills Development Centre at Thusanang School SMME
Storm water drainage Repairing of street lights at: - Ngwako Street - Main Street - Gogo Nambuyisa Street
Employment opportunities for the youth
Business stands at Crossroads Treatment of the sewer stench at Boskrans
Speed Humps at Sam Fischer Selala and Tlale Street
Repairing of pavements at Baloi Street
Paving of pavement at Malema Street
ELUSINDISWENI PRIMARY SCHOOL
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Street lights at Sibanyoni Street Completion of the park at Ext 1 (behind the swimming pool)
Storm water drainage at (The pool; Ikageng Street; Kgame Street; Metsi Street; Masemola Street)
Replacement of asbestos pipes
Walking bridge at Eloffriver for children to Elusindisweni Primary School
Paving at: - Masemola Street - Sam Fischer Street
Roads and stormwater at Ext 23 (Burundi )
THUSHANANG PRIMARY SCHOOL
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Storm water drainage at the street (Mavuso Street and Mandela Drive)
Repairs to High mast light at Melato Street
30 The Number One African City in Service Delivery, Innovation and Good Governance
WARD 22: Cllr. TP Motau
WARD 23: Cllr. LJN. Zondo
High mast lights at Ext 23 and Mashiteng Street
Construction of a barrier wall on perimeter of Ext 23 on Beyers Naude Street
Paving of the passage between Nkabinde Street and Melato Street in Ext 1 & 3 encompassing Stands (3889 3890 3891 3892 3893 3894 & Code 450
Speed humps at the streets (Mavuso Street; Lukhele Street; Mandela Drive; Mokone Street; Melato Street)
Paving on Lukhele Street & Phokeng Street
Resealing of roads in Nkabinde Street and Mavuso Street
MPHANAMA SECONDARY SCHOOL
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Serviced residential stands Planting of trees in the ward Relocation of Eskom servitude between Rockville and Mountain View
Storm water drainage in streets: (Matsimela; Xulu; Ellen Nhlapho; Magagula; Motsepe and lower parts of Rockville; Magagula street; Metlaba Street; Maduna Street)
Maintenance of sewer systems at 1231 - 1339 Motsepe Street
Youth Centre
High mast at 1656 Ellah Street & Bashele street
Garden Refuse drums for outstanding households
Road network to connect Bashele Street and Chromeville Flats
Patching of potholes in the entire ward
Street lights in dark streets Repair malfunctioning street lights and high mast lights at Manase Street
Speed humps at the Street (Ellen Nhlapo; Moetanalo; Church; Diphale Stree; Near Mnguni; Intersection of Church; Bashele; Motsepe; In the vicinity of Sozama School; Matsimela; Magagula Street; Xulu Street)
Fixing of high mast lights at Manase Street & Moetanalo Street
Provision of refuse containers between power lines of Mountain view
Sweeping of sand in the streets
Broken Storm water drain cover to be fixed at 1398 Mndeni Street
EPWP project in the ward
ZIKHUPHULE PRIMARY SCHOOL
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Storm water drains at the following streets for (Mpisi Street, Leratong Streets; Hector Street; Phofolo Street; Nkomazi Street; Moeding Street; Zamokuhle Street; Peter
Renaming of streets at RDP houses
None
31 The Number One African City in Service Delivery, Innovation and Good Governance
WARD 24: Cllr. DL Paul
Tosh, between Stand No’s 1293/21 and 12931/106 -107
Park at Jamaica Section Patching of potholes on Hector Street, Phofolo Street and Erf 3907, 6675, 6836 & Zamokuhle Street
Tarring of the following streets for (Chaklas Street, Barwana Street, Barolong Street, road between Ext 2 and Newtown behind Joehova’s Witness Church)
Repair street lights in Ext 2 Mhluzi and Chocolate Street
Resealing of the following streets for (Tshireletso Street; Siyaqubeka Street; Sivikele Street; Mehlo Street, Phakama, Ngwenya, Qhubeka, Barwana, Barolong, Chacklas, Bathwa & Marula Streets)
Maintenance of park in Ext 2 next to Sofunda School
Speed humps ( Next to the Sasol garage in Ext 4; Zamani Street in Ext 4; Siyaqubeka Street; Thobeka Street; Phindani Street; Ramasodi Street; Khululeka Street; Thobeka Street, next to erf 12931/26 and 12931/16), Lukhele Street 12571, Tshireletso Street at stand no. 12931/76 and 12931/110, stand no. 6662, Hector Street stand no’s. 4655, 6687, 6422, 4644/5, 12931/16 & 25, 12627, 12601. Khuleka Street at stand no. 4533, Ext 4 at stand no. 6677 & 6576
Repairs to electrical pole in Pudi Street and Moriba Street
Bulk refuse containers between Malandule Tavern and Zikhuphule School
Unoccupied vandalized house: 4180 Siyaqhubeka Street
Chevron barriers in Chocolate Street next to Zikhuphule School and Sofunda School (to prevent cars from crashing into houses)
Streetlights/ high last light at Peter Tosh street
The renaming of streets in the RDP houses be finalized.
ADELAID HALL
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Storm Water Drainage at : - Leribi Street
Naming of streets in Ext 7 Skills Training Centre for the youth
Kerb stones along streets in Ext 7 (Dube Street; Rakgwadi Street; Leribi Street; Indlulamithi Street; Moshabi Street; Uwutela Street)
Community garden in Ext 7
High mast lights in (Ekulindeni Street, Phola Street, Piet Masina Shonalanga Street)
Community Jobs Creation Centre
Serviced residential stands Satellite Police Station between Ext 5, 6, 7 & 8
Church stands Substance abuse
Speed Humps at the following streets in Ext 4 & Ext 7 (Ngonyama Street, Mbabala
32 The Number One African City in Service Delivery, Innovation and Good Governance
WARD 25: Cllr. PV Malinga
WARD 26: Cllr. MM Skhosana
Street, Leribi Street; Makatane Street; Ekulindeni Street; Phola Street
Paving of passages in: - Ext 7 between Makafane and Ngonyama Streets (12545 to 12455) - Ext 4 in Tola Cres (7485) and Phola Cres between 7489 & 7302
EXT 8 PARK
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Serviced residential stands Maintenance of storm water drains Clinic to operate 24 hours
Paving of walkways along the streets Re-opening of the Municipal Paypoint
Employment for the youth
Upgrading of sewer pipes next stand 11195 and 10624, 11011, Mvuzo primary school, 10561, 11039
Maintance of the soccer field next to stand number 10368 or 10617
Upgrading of street lights to LED lighting Sewer maintenance
Roads and stormwater between Ext 8 and 6
Speed hump next to 10367 and next to stand 11200
MVUSO PRIMARY SCHOOL
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Serviced residential stands Skills Development Centre
Tarring of road – 34th Street Maintenance of sewer systems (overflowing in rainy seasons)
Storm water drainage at the streets (12th Crescent ( Ext to 8091 & 8092 Ext 5); 9th Crescent (next to 8307 Ext 5); 7th Avenue (next to 8116 Ext 5); Moloto Street; Moroko Street; Mokee Street; Motherland Street)
Sports field
Establishment of Parks (Ikageng Street) Replacement of caps on various electric poles
Residential stands at Rietfontein J285
Waste Transfer station behind Mnisi Complex
Speed Humps at the streets (22nd Street; 15th Street; Kenneth Malaza Street; Thandi Sikhosana Street; 8th Street; 24th Street; 19th Street; 7th Avenue; 9th Crescent next to Stand 10024; 22nd Street)
Paving of passages in the ward
Paving of sidewalks (from 24th to 7th Avenue & Ikageng Street
33 The Number One African City in Service Delivery, Innovation and Good Governance
WARD 27: Cllr. AM Mahlangu
WARD 28: Cllr. TN. Morufane
WARD 29: Cllr. MN Mathibela
NEWTOWN CLINIC
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Water and sanitation Municipal pay point Job opportunities
Electrification of all outline stands with lease agreements
Patching of potholes RDP houses
Construction of a connecting road from Newtown to Ext 2
Maintenance of streetlights that are out of order
Early Learning Centre
MPCC Centre Re-gravelling of streets Police Station
Storm Water drainage systems Proclamation of Newtown Centre for the Disabled
2 x High mast lights Primary & High Schools in Tokologo
Dumping site Rehabilitation Centre
Speed humps: - The main street through Newtown - The street with paving in Ezinyokeni
Clinic in ward 27
Traffic calming measures at the 4 way stops at the Taxi rank in the Newtown and at the 4way stop at the entrance to Tokologo
Increase communal taps on the streets
Tarring of roads in Tokologo
LD MOETANALO SECONDARY SCHOOL
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Tarring of roads in Tokologo Maintenance of stormwater drainages
Primary School
Serviced residential stands Maintenance of streets lights and high masts lights
Clinic (with a stand-by ambulance)
High mast lights in Tokologo and Malope village
Consistency of Water provision at Malope Village
Satellite Police station
Additional streets and passages in Tokologo Grading of sports ground in uitkyk Recreation Centre
Speed Humps between Ext 4, 5, Tokologo and Malope village
Old Age Home
Refuse containers next to LD Moetanalo Rehabilitation Centre
Stop signs at T-junction next to stand No: 6540
Skills development programmes
Water provistion at Uitkyk Projects for women
Biological toilets in Uitkyk Food gardens
Library
PIET TLOU COMMUNITY HALL
CAPITAL OPERATIONS/MAINTENANCE PUBLIC-PRIVATE PRIORITIES
Water connection in the yards in Piet Tlou village
Grading of gravel roads at least twice a month
Clinic to operate for 24 hours in Piet Tlou
Grave yard Extension of the school
Tarring of roads Clinic at Doornkop (CPA land)
Extension of tap water in the streets RDP housing
Electrification in Doornkop (CPA land)
34 The Number One African City in Service Delivery, Innovation and Good Governance
1.6. Problem Analysis
A detailed analysis of the above identified community priorities and internal challenges was
done, and below is the results and an order with which Council will prioritise its budget for the
coming 5 years:
NO PRIORITY PROBLEM STATEMENTS AFFECTED AREAS
1. Electricity
- Ageing infrastructure, current infrastructure not meeting growing demand
- Electrification of privately owned areas by Eskom
- Oversaturation (highmast vs street lights)
- Mp313
- 1- 8, 29 - Mhluzi
2. Water
- Limited source and water loss due to ageing infrastructure
- Mp313
3. Refuse removal
- Landfill support soon to reach its capacity
- Garden waste service not sustainable
- Mp3131 - Mhluzi
4. Sanitation
- Costly maintenance of the Waste Water Treatment Plan and the water treatment works
- Mp313
5. Roads and storm water
- New infrastructure for new developments
- ageing current road and storm water infrastructure
- MP313 -
6. LED
- High unemployment rate, need for retail development in Hendrina, insufficient bulk infrastructure hindering investment
- MP313
7. Youth and Social Development
- High unemployment rate, - High HIV prevalence - Substance abuse
- MP313
- Mhluzi
8. Public safety
- Unsafe road due to speeding, expansion of currently licensing facilities
- Mhluzi
9. Human settlements and town planning
- Long housing waiting list, need for serviced land, need relocation of people from privately owned land and information settlements (Naledi, Lesedi, etc
- Mp313
10. Sports, Parks and Recreation
- Access to facilities particularly in privately owned land
- 1-8, 17. 29
11. Community amenities
- Limited facilities e.g. English medium school, community halls, libraries, police station, vending machine
- No ablution on most of cemeteries
- Mp313
- 8, 11, 14, 28
35 The Number One African City in Service Delivery, Innovation and Good Governance
1.7. 2019/20 Community Priorities
Table 1: Community Prioritised Needs
INFRASTRUCTURE AND SERVICE DELIVERY
SERVICE PRIORITY PROBLEM STATEMENT AFFECTED AREAS
Water Source Boreholes
Limited source of water to cater for the growth in households
Ward 9: Expansion of Reservoir in Somaphepha Ward 5
Reticulation Informal private areas not having access to water
Ward 1 (Ext 2) Ward 9 Ward 29: Piet Tlou
Sanitation Bulk Current network is small to cater for the demand. Constant blockages and pipe bursts
Ward 25: Upgrading of sewer pipes next stand 1164, 10561, 10624, 11039, 11011, 11100, 11395, 11397, 11454, 11049, 11195, 11238 and, Mvuzo Primary School
Reticulation Informal private areas not having access to sanitation
Ward 1 (Ext 2) Ward 9 Ward 29: Piet Tlou
Rural areas Rural areas (privately owned) not having access to toilets facilities
Ward 2: Informal settlements Ward 4 Ward 5 Ward 7 Ward 9
Electricity (electrification)
Electrification of informal areas
Areas that fall outside the municipal supply area (privately owned) not having access to electricity
Ward 1 (Ext 2) Ward 2: Information settlement A and B Ward 5 Ward 9 Ward 29: Doornkop
High mast lights Limited visibility Ward 3 At Makhosini Street next to Kwaza High School Ward 4: At Komati / Plinkpan & Koornfontein. Ward 12: In parks and open areas along the stream between Hexrivier & Mandela Streets
36 The Number One African City in Service Delivery, Innovation and Good Governance
INFRASTRUCTURE AND SERVICE DELIVERY
SERVICE PRIORITY PROBLEM STATEMENT AFFECTED AREAS
Ward 14: Open spaces between Totius & Dr Beyers naude Streets on the koppie; Open space next to the Golfsig substation in Totius street; Between A G Visser and Totius Street in Golfsig; between where the houses end in Totius street and the other side where the house start in Totius Street. Gholfsig Ward 15: At Lions Park c/o Lilian Ngoyi & Oribi Streets Ward 16: Dennisig Ward 21: Ext 23 Ward 28: In Tokologo & Malope village Ward 22: High mast at 1656 Ellah Street & Bashele Street
Street light lighting Limited visibility Ward 3: Repairing of street lights in Hendrina town (Snyman, Randburg, Effess Streets and many other streets in town which are not working) Ward 12: Streetlights in John Magagula from Pongola to Mandela Street as well as Hexrivier near the railway line. Ward 14: Totius Street and hospital Street lights in Hospital Street must be lowered Ward 19: At Masina street, Tlou street, Hermans street, Nhlanhla street, Makuse and Maredi Streets Ward 28: In Tokologo & Malope village Ward 22: Street lights in dark streets
Upgrading Dilapidated Old infrastructure Ward 13: In old Groenkol area from John Magagula Street up to Zuid Street includes Hoog Street and Viljoen Street as they still have old electricity poles Ward 13: Electricity boxes in CBD area Klip Street, Boncker Street area Ward 23: Repair street lights in all areas of Ext 2 and Ext 4
Roads and stormwater
Roads Increase in the municipal road network due to establishment of new areas
Ward 1: (Morapa, Mokafane, Lukhele, Ingwe (between stand no 2535 and 2536) streets Ward 2: Ext 4,6,7 Ward 6: Rockdale Ward 7: Skhululiwe Ward 9: Tarring of entrance road to the Boarding school Ward 12: Aerorand West Ward 16: Dennisig Ward 17: Newtown Ext 1 Ward 20: Burundi Street Ward 27: Connect Newtown to Ext 2
37 The Number One African City in Service Delivery, Innovation and Good Governance
INFRASTRUCTURE AND SERVICE DELIVERY
SERVICE PRIORITY PROBLEM STATEMENT AFFECTED AREAS
Ward 29: At Piet Tlou Village Ward 28: In Tokologo & Malope village
Graveling /grading of roads
Lack of access to road infrastructure in rural areas
Ward 4
Stormwater Flooding due to rain Ward 9 Ward 18: Protea street Ward 20: Burundi Street Ward 23: Tshireletso, Sivikele, Siyaqhubeka, Ngwenya Barwa, Bathwa, Chaklas, Barolong and Marula Streets Ward 28: Upgrade in Tokologo Ward 22: Storm water drainage in streets: (Matsimela; Xulu; Ellen Nhlapho; Magagula; Motsepe Streets and lower parts of Rockville; Magagula Street; Metlaba Street; Maduna Street)
Speed humps with signs
High accident rates due to speeding
Ward 3: Speed humps at Bonginala Street, Phumelela Street, Sibiya Street, Phoku Street, Magagula Street & Mtsweni Street Ward 11: Road signs / markings of speed humps Ward 12: Major roads including Wes street Ward 13: In John Magagula Street from Middelburg Primary up to Midwater Centre Ward 14: C/o of Cowen Ntuli Street and Sangiro Street; 10 and 6 West Street; 76 Eeufees Street; 40 Totius Street; Cowen Ntuli and Van Wyk Louw Street in Cowen Ntuli Street; 58 A G Visser Street and 16 A G Visser Street Ward 16: (Near Dennisig Primary School) in Steve Biko and Njala Street Ward 19: At Sam Fischer Selala, Lekoko Streets, Mthimunye Street, C/o Malema & Gogo Nambuyisa Street Ward 18: Lekoko Street, Reabota Street, Bhuda Street, Ernest and Mabuza Streets Ward 25: Next to stand 10367, 11200 & main road in Ext 8 opposite the supermarket Ward 26: At the streets (22nd Street; 15th Street; Kenneth Malaza Street; Thandi Sikhosana Street; 8th Street; 24th Street; 19th Street; 7th Avenue; 9th Crescent next to Stand 10024; 22nd Street) Ward 24: On Ngonyama Street, Mbabala Street, Leribi Street; Makatane Street; Ekulindeni Street; Phola Street Ward 28: Between Ext 4, 5, Tokologo and Malope village
38 The Number One African City in Service Delivery, Innovation and Good Governance
INFRASTRUCTURE AND SERVICE DELIVERY
SERVICE PRIORITY PROBLEM STATEMENT AFFECTED AREAS
Paving Poor road surfacing and non motorized safe pedestrian walkways
Ward 14: In Totius Street from Sangiro Street up to Bhimmy Damane street and in Tswelopele Street from Cowen Ntuli Street up to Bhimmy Damane extension. De Villiers Street also need paved walkways (Mica and next to Drs Quarters) Ward 19: Sidewalks on Baloyi Street Ward 20: At Masemola Street and Sam Fisher Street Ward 21: Stand code 450 Ward 21: Lukhele and Phokeng Street Ward 23: Tshireletso, Sivikele, Siyaqhubeka, Ngwenya Barwa, Bathwa, Chaklas, Barolong and Marula Streets Ward 17 : Walk way along Mandela Drive Ward 24: Paving of streets in Ext 7 between Makafane and Ngonyama Streets (12545 & 12455) and Ext 4 in Tola Cres (7485) and Phola Cres between 7489 & 7302
Street naming Delay emergency services due to unknown street names
Ward 15 Ward 12: Painting of street names in Aerorand West
Information boards High incidents on crashes into residential and business stands
Ward 21: Road chevrons at Beyers Naude Street Ward 24: Kerb stones along Dube Street; Rakgwadi Street; Leribi Street; Indlulamithi Street; Moshabi Street and Uwutela Street
Resealing Dilapidated Old infrastructure Ward 12 Ward 14: Hospital Street Cluvbville; Robertson Street Clubville; Hobson Street Clubville; Leipold Street Golfsig; AG Visser Street Golfsig; The surface collapse in Frewin Street, Summerglade Flats; Clubville; D F Malherbe Street Golfsig Ward 19: Potholes Ward 21: Nkabinde Street Ward 23: At Tshireletso, Sivikele, Siyaqhubeka, Ngwenya Barwa, Bathwa, Chaklas, Barolong and Marula Streets
Robots Traffic congestion Ward 13: At Laerskool Middelburg going into Lilian Ngoyi Street
Bridges Short cut to access the school Ward 20: Pedestrian at Elusindisiweni Primary School
Refuse removal Source ( transfer stations
Illegal dumping due to the landfill site being far
Ward 7: Riekuil Ward 12: Aerorand West
Bins Illegal dumping Ward 15: In all the parks in Kanonkop and next to the Klein Olifants river Ward 22: Provision of refuse containers between power lines of Mountain view
39 The Number One African City in Service Delivery, Innovation and Good Governance
INFRASTRUCTURE AND SERVICE DELIVERY
SERVICE PRIORITY PROBLEM STATEMENT AFFECTED AREAS
Municipal buildings
Community hall Limited community meeting venues
Ward 1( Kwazamokuhle) Ward 4 Ward 5 Ward 6: Rockdale Ward 10: Hlalamnandi Ward 11
Municipal flats Dilapidated Old infrastructure Ward 13: Vergeet My Nie especially flats with baths to be replaced with showers, painting inside flats and new putty on all windows, roofs to be replaced and undercover parking Ward 15: Upgrading of old carports at Riverpark Old Age home
Fencing Illegal dumping Ward 15: Between Springbok Street and Meyer Street Ward 16: Dennisig Waste Transfer station Ward 21: Construction of a barrier wall on perimeter of Ext 23 on Beyers Naude Street
Parks New parks No recreation areas for children
Ward 8: New park Ward 20: Ext 1
Toilets No public toilets in most municipal parks
Ward 12: Athlone dam
Playing equipment Dilapidated Old infrastructure Ward 12: All the parks ( upgrade) Ward 23: All parks within the ward
Sports and recreation
New No recreation areas for the community
Ward 10: Hlalamnandi Ward 11: Ward 23: In Ext 2 at the open space of RDP housing development next to Phomolong Street
Upgrade Dilapidated Old infrastructure Ward 8: Nasareth Stadium
Maintenance Dilapidated Old infrastructure Ward 7 : Eskom facilities
Recreation No recreation areas for the community
Ward 8: Open space opposite Drosdy Street to be converted into a recreation park
Transport Taxi facility No taxi rank for community Ward 12: Open area next to Midwater Centre
Cemetary New Tokologo cemeteries too far for the community
Ward 29: Doornkop CPA land
40 The Number One African City in Service Delivery, Innovation and Good Governance
1.8. Emerging IDP issues raised by the communities (including issues raised after the IDP Rep forum)
Service Delivery
WATER
Source Reticulation Water Delivery Alternative Source Ward 1 and 9: Expansion of the reservoir. Ward 15: Upgrading of entire water supply
system in Kanonkop
Ward 1: Water reticulation for Ext 2- Malfred
(Eskom stands) Ward 9 and 29: Water connections in
households
Ward 5: Water at farms Ward 28: Provision of water at
Uitkyk
Ward 5: Boreholes in farms
SANITATION
MAINTENANCE RETICULATION TOILETS Ward 11 : Sewer from Zuid Street up to
Vos Street passing through the manholes Ward 22: Replacement of sewer pipes at
Matsimela and Motsepe Street. Ward 25: Upgrading of sewage pipes at
Mvuzo Primary school, stands 11195, 10624, 11011, 10561, 11561 & 11039.
Ward 1 and 5: Sewer reticulation in Ext 2-
Malfred (Eskom stands)
Ward 1, 4,5, 6, 9: VIP/Biological toilets for informal settlements (1) Ward 28 : Biological toilets at Uitkyk
ELECTRICITY
BULK RETICULATION STREET LIGHTING
Ward 12: Substation to cater for the hospital Ward 1: Substation for cater for the increase in households
Ward 1: Electrification of households in Ext 2- Malfred (Eskom stands) Ward 1, 2 :Electrification for informal settlement Ward 2, 4, 5, 7: Electrification of farm areas
Ward 9: Highmast light at Somaphepha Ext 1 Ward 15: Flood lights at the cricket stadium for night cricket Ward 11: High mast lights on Mandela Street Ward 16: 10 High mast lights Ward 19: Highmast light at Bhembe Str (next to the Sunnyboys ground Ward 22: High mast – Cnr Ella & Shai Street Ward 9,14, 21: High mast light in the open space between Totius and Protea Streets, Somaphepha, Ext 23 Mhluzi Ward 3, 8: Streets lights Ward 3: Maintenance of lights in Hendrina Ward 22: Maintenance of street lights not working Ward 23: Repairs to street light poles in Pudi & Moriba Streets
41 The Number One African City in Service Delivery, Innovation and Good Governance
ROADS AND STORM WATER
NEW ROADS STORM WATER MAINTENANCE GRADING OF ROADS
Ward 17 and 27: Construction of a connecting road from Newtown to Ext 1 & 2 Ward 8: Roads and storm water in Rockdale & Ext 24 Ward 9: Tarred road towards the boarding school in Somaphepha Ward 11, 12: Tarring of streets in Aerorand and ext 18 Ward 28 and 29: Tarring of streets in Tokologo, Piet Tlou village Ward 7: Access road at Skhululiwe village
Ward 08: Storm water drains in Ext 24 Ward 12, 20: Storm water drainage Ward 18: Storm water Beyers Naude Street and Protea Street Ward 17: Storm water drainage system to be constructed and upgrading of the existing ones Ward 19: Storm water drainage at Main Street Ward 21: Stormwater drainage for Nkabinde Street from Thusanang Primary School Ward 22: Storm water pipes at Bashele Street and Matsimela Street and Magagula Street; Maduna Street, Xulu Street, Nhlapo Street, Motsepe Street Ward 15: Upgrading of storm water drainage in Kanonkop & Riverpark Ward 25: Storm water drainage between Ext 8 & Ext 6
Ward 23: Resealing of streets in Bathwa, Barwana, Chaklas & Barolong Streets Ward 12: Resealing of streets in Aerorand Ward 21: Resealing of streets at Nkabinde & Mavuso streets Ward 24: Installation of kerb stones in Ext 4 Tabuti Street & Ext 7
Ward 28 : Malope Village and parts of Tokologo
ROADS AND STORM WATER
PAVING TRAFFIC LIGHTS BRIDGES OTHER
Ward 16 : Paved walkways in Hellen Joseph and Sipres Street between Kanonkop & Dennesig Ward 19: Paving of walkway in Malema Street Ward 20: Paving of walkways in Masemola Street & Sam Fisher Selala Street
Ward 11: Hector and Mandela Steerts Ward 13: Laerskool Middelburg going into Lilian Ngoyi Street
Ward 8: Renovation of the bridge at Samrose street Ward 20: Walking bridge at Eloft to Elusindisweni
Ward 16 : Closing off of illegal entrances on the Loskop RD (R555) used by residents in Verkenner Str Ward 16: Dennesig Primary School parking area be extended along the sports field
42 The Number One African City in Service Delivery, Innovation and Good Governance
Ward 21: Paving of walkways in Alone Street (25), Phokeng Street & Lukhele Street, Nkabinde Street 3889 to 3892 Ward 26: Paving of Ikageng Road Ward 27: Paving of walkways in Ezinyokeni Ward 28: Paving of passages in Tokologo and Ext 5
REFUSE REMOVAL
SOURCE (TRANSFER STATIONS) ACCESS BINS
Ward 7: Transfer Station in Riekuil Ward 22: Provision of garden waste drums
Ward 9: Phase 2 Somaphepha Ward 11: Ext 18 and Bloekomsig Ward 15: In all the parks in Kanonkop and next to the Klein Olifants river Ward 26: Masakhane Drums
MUNICIPAL BUILDINGS / FACILITIES
COMMUNITY HALL MUNICIPAL FLATS FENCING
Ward 1: (Kwazamokuhle) Ward 4: Ward 5: Ward 6: Rockdale Ward 10: Hlalamnandi Ward 11: Ext 18 Ward 17: Newtown
SAFETY AND SECURITY
CAMERAS FACILITIES SPEED HUMPS
Ward 13: Security cameras at the CBD Ward 13: Security cameras at traffic lights
Ward 24, 25, 26: Satellite Police Station between Ext 5, 6, 7 & 8
Ward (3)(12)(18)(26): Speed humps Ward 1: Speed humps at Mashego Street, Makgopa Street, Benjamin Street, Simon Nkosi Street, Titiboy Zulu Street (next to the butchery), Zulu Street, Ngubeni Street Ward 5: Speed humps at Maculate Street, Taiibos Street, Beech Street Ward 7: Speed humps at Rietkuil Ave, AB Xuma, King Hinesa, Chris Hani Streets Ward 8: Speed humps at Peterson Street
43 The Number One African City in Service Delivery, Innovation and Good Governance
Ward 11: Verdoorn Street Ward 13: Speed humps in John Magagula Street, Soutpansweg & Oronga Streets Ward 16: Speed humps in Steve Biko Street, Dennesig near the children’s school crossing Ward 19: Speed humps at Mthimunye Street, 6th Ave, Maseko Street Ward 21: Speed humps at Mokone Street, Melato Street Ward 22: Speed humps at Cnr Xulu Street, Diphale Street, cnr Mandela Drive & Ella Nhlapo Street Ward 23: Speed humps at Mpisi Street, Phindani Street, Hector Street, Sivikele Street, Ngwenya Street, Sigaqubeka Street, Nkululeko Street Ward 27: Speed humps in the streets at Ezinyokeni Ward 28: Speed humps between Ext 5 & Tokologo
TOWN PLANNING
AGRI - VILLAGES SERVICED STANDS TOWNSHIP FORMALIZATION STANDS
Ward 4: Ward 5: Ward 6: For farm area (Paulmercy, Vallbank & Blackwattle) and Naledi and Lesedi villages
Wards 1, 25, 26: Servicing of stands Ward 2: Servicing of stands in Ext 09 Ward 7: Servicing of residential stands at Sikhululiwe & Rietkuil village for middle income Ward 9: Servicing of remaining new stands at Somaphepha
Ward 1: Formalization of
informal settlements to access
basic services
Ward 19: Creation of stands at Cross Roads in Mathayileni Ward 19: Levelling of unused stand at Maseko Street (19) Ward 08: Business stands in Nasaret
HUMAN SETTLEMENTS
LOW COST HOUSING FAMILY UNITS UPGRADE / MAINTENANCE
Ward 2: RDP houses for Ext 9 Ward 10: RDP houses
Ward 18: Upgrading Block 6 Reabota to family units
Ward 26: Incomplete RDP houses must be completed Ward 21: Repair houses with defects Ward 28: RDP houses at Ext 5 to be completed stand 8477 & 8412
LOCAL ECONOMIC DEVELOPMENT
JOB CREATION ENTERPRISE DEVELOPMENT SKILLS DEVELOPMENT CENTRES
All wards
Ward 19, 24, 26: Skills Development Centre for the youth
44 The Number One African City in Service Delivery, Innovation and Good Governance
OTHER COMMUNITY SERVICES
PRIORITY NEW UPGRADE MAINTENANCE
Sports and recreation Ward 10: Hlalamnandi Ward 11: Soccer field Ward 8: Sports facilities next to the hostel
Ward 8: Renovation and fencing of Nasareth Stadium
Ward 7 : Maintenance of Eskom facilities
Library Ward 1 & 2: Kwazamokuhle Ward 10: Hlalamnandi Ward 17: Newtown
Cemeteries Ward 08: Permanent ablution block Ward 29: Doornkop CPA land Ward 7: Cemeteries at Sikhululiwe village and Rietkuil
Ward 08: Complete fencing of the Nasaret cemetery
Parks Ward 08 – Development of park on Drosday Street
Ward 12: Upgrading of Pongola Park
Swimming pool Ward 11: Swimming pool
Pay-points Ward 11: Paypoint/ electricity vending
45 The Number One African City in Service Delivery, Innovation and Good Governance
Sector Departments
HEALTH
NEW CLINICS CLINICS OPERATING 24 HRS REHABILITATION CENTRES
Ward 03 Ward 04 Ward 06 - Rockdale Ward 10 - Hlalamnandi Ward (17) (27) - Newtown Ext 1 Ward (27) (28) - Tokologo Ward 29 - Doornkop CPA land
Ward 18 - Sister Mashiteng Clinic Ward 25 - Ext 8 Clinic
Ward 24 Ward 28
EDUCATION
PRIMARY SCHOOLS HIGH SCHOOLS EARLY LEARNING CENTRES SKILLS DEVELOPMENT CENTRES
ABLUTION FACILITIES
Ward 17 & 27 - Newtown Ward 28 - Tokologo Ward 29 - Piet Tlou Ward 6 - Rockdale
Ward 17 & 27 - Newtown Ward 28 - Tokologo Ward 29 - Piet Tlou
Ward 17 & 27 - Newtown Ward 19 Ward 24 Ward 26
Ward 18 - Tshwenyane High School
PUBLIC WORKS, ROADS & TRANSPORT
ACCESS ROADS
Ward 7 : Sikhululiwe Village Ward 17, 27 : Newtown Ext 01 & 02
46 The Number One African City in Service Delivery, Innovation and Good Governance
1.9. IDP Structural Arrangements
The following table portrays the structures/stakeholders, composition, and the roles and responsibilities in respect of the Integrated Development Planning Process within Steve Tshwete Local Municipality.
Table 2: IDP Structures, Roles and Responsibilities
STRUCTURE/
STAKEHOLDER
COMPOSITION ROLES AND RESPOSIBILITIES
IDP Representative
Forum
Executive Mayor
IDP Technical Committee
members.
Members of Mayoral Committee
Councillors
Traditional leaders
Ward Committees
Community Development Workers
Government Departments
Representatives of Organized
Groups
Stakeholder representatives of
unorganized Groups
Mining Companies
NGOs/ CBOs
Agricultural Organizations
Parastatal Organizations
- Represent interests of their
constituents in the IDP process.
- Provide organizational mechanism for
discussion, negotiation and decision-
making between the stakeholders.
- Ensure communication between
Stakeholder representatives including
municipal government
- Monitor the performance of the
planning and implementing process
Municipal Manager Municipal Manager - Oversee the whole IDP process and
to take responsibility therefore.
Director Development
and Strategic Support
IDP Manager, IDP Coordinator and
the Secretary
- Manage the process of developing
and revising the IDP.
Ward councillors All Counciilors
Ward Committees All members of Ward Committees. - Link the planning process to their
wards.
- Assist in the organizing of public
consultation and participation
engagements.
- Ensure that the annual municipal
budget and business plans are linked
to and based on the IDP.
Mayoral Committee Executive Mayor
Members of the Mayoral
Committee.
- Decide on the Process Plan and
make firm recommendations to
Council.
- Chair meetings of IDP Forum.
Council All Councilors. - Approve the Process Plan and the
IDP.
IDP Technical
Committee
Municipal Manager.
Executive Directors.
Deputy Directors
- Assess the level of development by
among others conducting the
47 The Number One African City in Service Delivery, Innovation and Good Governance
STRUCTURE/
STAKEHOLDER
COMPOSITION ROLES AND RESPOSIBILITIES
Directors.
All Assistant Directors
community and stakeholder issue
analysis;
- In-depth analysis of priority issues
through assessing context, causes,
dynamics, resources and potential
related to those issues;
- Provide technical expertise in the
consideration and finalisation of
strategies and identification of
projects;
- Make preliminary budget projections
for the capital and operational budget
allocations,
- Design project proposals and set
project objectives, targets and
indicators;
- Contribute to the integration of
projects and sector programmes;
- Contribute to the actual consolidation
and finalisation of the IDP document.
Secretariat Public Participation - Record proceedings at IDP meetings
- Issue invites for all meetings.
- Distribute minutes and reports to all
Stakeholders.
48 The Number One African City in Service Delivery, Innovation and Good Governance
1.10. Municipal Powers and Functions
In terms of Constitution, Municipal Structures Act and Section 12 as promulgated by MEC of Co-
operative Governance, Human Settlement and Traditional Affairs, Steve Tshwete Local
Municipality has the following powers and functions:
Table 3: Municipal Functions
Constitution Schedule 4, Part B functions:
Function Applicable to
Municipality (Yes / No)*
Air pollution Yes
Building regulations Yes
Child care facilities Yes
Electricity and gas reticulation Yes
Firefighting services Yes
Local tourism Yes
Municipal airports Yes
Municipal planning Yes
Municipal health services Yes
Municipal public transport Yes
Stormwater management systems in built-up areas Yes
Trading regulations Yes
Water and sanitation services limited to potable water supply systems and domestic waste-water and sewage disposal systems
Yes
Billboards and the display of advertisements in public places Yes
Cemeteries, funeral parlours and crematoria Yes
Cleansing Yes
Control of public nuisances Yes
Control of undertakings that sell liquor to the public Yes
Facilities for the accommodation, care and burial of animals Yes
Fencing and fences Yes
Licensing of dogs Yes
Licensing and control of undertakings that sell food to the public Yes
Local amenities Yes
Local sport facilities Yes
Markets Yes
Municipal abattoirs Yes
Municipal parks and recreation Yes
Municipal roads Yes
Noise pollution Yes
Pounds Yes
Public places Yes
Waste removal, waste dumps and solid waste disposal Yes
Street trading Yes
Street lighting Yes
Traffic and parking Yes
49 The Number One African City in Service Delivery, Innovation and Good Governance
CHAPTER 2: SITUATIONAL ANALYSIS
2.1. Introduction
Critical the development of the 2017-22 IDP was to first understand the current Steve
Tshwete’s population, its relevant demographics as well as the anticipated trends in
development for the 2017-2022 financial year.
2.2. Population Profile
Statistical Premise
The data used in this review of the analysis phase of the IDP was obtained from Statistics
South Africa and the Municipal Demarcation Board.
Population Size
It is imperative to note that population growth statistics was taken into consideration throughout
the IDP planning processes of the municipality. Specific reference is made to the latest 2016
Community Survey in comparison to the Census 1996, 2001, 2007 Community Survey and
2011 Census in order to see the trend.
Figure 3: Population size: 1996, 2001, 2007, 2011 and 2016
Source: Stats SA Community Profile (1996, 2001, 2007, 2011& 2016)
Figure 4: Population Growth Rate (%)
1996 2001 2007 2011 2016
Steve Tshwete 135 335 142 772 182 503 229 831 278 749
0
50 000
100 000
150 000
200 000
250 000
300 000
Nu
mb
er o
f p
erso
ns
50 The Number One African City in Service Delivery, Innovation and Good Governance
Source: Stats SA Community Profile (1996, 2001, 2007, 2011 & 2016)
The figure 3 and 4 indicate that Steve Tshwete is increasingly under pressure due to
population growth. In 2016, the total population in Steve Tshwete was 278 749. Population
grew by 4.4 %. Over the nine year period from 2007 to 2016, STLM’s population increased by
9.7%. In 2016, the municipality ranked the 7th largest population in the province and 19.3% of
total population of Nkangala as per the 2016 community servey.This could be attributed to the
number of industries that were opened within the 10 years (2001-2011) that attracted workers
into Middelburg. It is estimated that the population number for 2030 will be at more or less 509
000 people given the historic population growth per annum which will put pressure on the
infrastructure and basic service delivery and eventually also sustainable job creation in the
long run.
Population distribution
Population distribution is the arrangement or spread of people living in a given area according
to variables such as age, race, or sex.
Race
African/ black population continues to constitute the highest group followed by the white
population since 1996 to date. Asian and coloured population constitute the minor population
group.
1996 -2001 2001-2007 2007-2011 2011-2016
Steve Tshwete 1.1 5.6 5.2 4.3
0.0
1.0
2.0
3.0
4.0
5.0
6.0
Nu
mb
er o
f p
erso
ns
51 The Number One African City in Service Delivery, Innovation and Good Governance
Figure 5: Population Group 1996, 2001 and 2011
Source: Stats SA Community Profiles (1996, 2001, 2007, 2011 & 2016)
Sex Ratio
The male population in Steve Tshwete is higher than female population in Steve Tshwete. Such
an age structure is observed in population that attracts migrants due to lucrative employment
opportunities. There are manufacturing, industrial and mining companies in Steve Tshwete that
attract people from across the country and other African countries. According to the Census
2011 migration data, STLM attract people, particularly from Limpopo (8%), Gauteng (7%), Kwa-
Zulu Natal(4%) and regionally(4%).
African/Bla
ck
Coloured
Indian/Asi
an
White
BlackAfrica
n
Coloured
Indian or
Asian
White
BlackColou
red
Indian or
Asian
White
BlackAfrica
n
Coloured
Indian or
Asian
White
1996 2001 2007 2011
Steve Tshwete 91 22 3 515 1 891 37 73 114 3 3 547 1 313 23 54 144 2 5 177 2 598 30 43 169 0 5 987 3 700 50 18
0
20 000
40 000
60 000
80 000
100 000
120 000
140 000
160 000
180 000
Nu
mb
er o
f p
erso
ns
52 The Number One African City in Service Delivery, Innovation and Good Governance
Figure 6: Sex ratio 1996, 2001 and 2011
Source: Statistics South Africa Census 1996, 2001 and 2011
Age
It is highlighted in the pyramid that a significant portion of the population growth is between 20
and 34 cohort as well as the infants (0-4 cohort). In reference to figure 7 below, the most
populous age group in 2016 were between ages 25 to 29. This could be the result of people
migrating to the municipality seeking job opportunities as Steve Tshwete is considered to be
one of the economic hub of Mpumalanga and is often the preferable choice of destination by
job seekers across Mpumalanga Province.
Figure 7 indicates that the Youth population (15-34 years) constitute about 40.7% of the total
population and the share of the male population in 2016 according to the CS was 52.4% and
females 47.6%.
53 The Number One African City in Service Delivery, Innovation and Good Governance
Figure 7: Distribution of Population by Age and Sex in 2016
85+
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
8,0 6,0 4,0 2,0 0,0 2,0 4,0 6,0
Male Female
Source: CS 2016
54 The Number One African City in Service Delivery, Innovation and Good Governance
Educational attainment
In terms of education, the majority of the population of the municipality have some form of education
with only 14.4. % of the population having no schooling as depicted in the diagram below (Census
2011). According to the 2016 Community Survey, the population in Steve Tshwete aged 20+
completed grade 12, increased from 73 793 in 2011 to 97 943 (increase of 24 150) in 2016 which
translate to an increase of 32.7% in the relevant period.Steve Tshwete’s grade 12 pass rate
improved from 74.4% in 2011 to 86.3% in 2015 and became the 2nd highest of the municipal areas
of the Province.The area achieved an admission rate to university/degree studies of 30.5% in 2015.
In 2016, 22.9% grade 12s obtained admission to university/degree studies. A joint effort is needed
between the municipality, department of education and private sector to ensure that the 66.3%
learners who did not qualify for university admission get accommodated in other institutions such as
TVET colleges and technikons.
Figure 8: Highest Educational attainment (20+ years)
Source: Stats SA Community Profile (1996, 2001, 2011 & 2016)
Primar
yGrd(0-7)
Secondary
Higher
Noschooling
Primar
yGrd(0-7)
Secondary
Higher
Noschooling
Primar
yGrd(0-7)
Secondary
Higher
Noschooling
Primar
yGrd(0-7)
Secondary
Higher
Noschooling
Primar
yGrd(0-7)
Secondary
Higher
Noschooling
1996 2001 2007 2011 2016
Steve Tshwete 33 9 52 1 8 64 22 0 40 9 60 0 7 67 20 3 49 9 89 2 9 94 14 4 51 0 116 21 8 13 2 59 2 149 24 3 35 3
0
20 000
40 000
60 000
80 000
100 000
120 000
140 000
160 000
Num
be
r o
f p
ers
on
s
55 The Number One African City in Service Delivery, Innovation and Good Governance
Socio Economic Analysis
The socio-economic analysis is specifically aimed at spatial related matters, i.e. employment,
income and economic profile. This analysis is based on a municipal level to give a broader overview
of the Municipality.
Povertyand Inequality
In the last ten years the municipality has made huge investments in infrastructure and housing
development as a result of that, poverty and inequality has been decreasing steadily. However, the
current rate of unemployment and poverty are key factors contributing to high inequality levels.
Table 4: Poverty in Steve Tshwete 2001, 2011 and 2016
INDICATORS 2001 2011 2015
Poverty rate 31.6% 25.9% 21%
Number of people in poverty 48 865 59 929 53 567
Poverty gap (R million) R54 R110 R575 Source: Statistics South Africa Census 2001, 2011, 2016
According to the 2016 Community Survey of StatSA, the poverty headcount of Steve Tshwete
increased from 4.3% in 2011 to 5.1% in 2016 which then made the municipality to be 4th lowest in
the Province however the poverty intensity decreased slightly from 42.0% to 41.7% in the same
period. In 2015, Steve Tshwete’s share of population below the lower-bound poverty line was the
2nd lowest (favourable) among the municipal areas.
Human Development Index
Human Development Index (HDI) is defined as a standard measure of determining whether an area
is developed, developing and developed. According to the SERO 2013 report, the HDI of the
municipality was 0.70 in 2012.
The predetermined life expectancy in South Africa is 65 and as a result that confirms the decline of
the population group between the ages 65 and 85+ as depicted in the pyramid (figure 1). On the
other hand, the high death rate within these population groups could be attributed to the top ten
leading causes of death as listed by the STATS SA 2011, namely, influenza and pneumonia, other
external causes of accidental injury, Tuberculosis, Intestinal infectious diseases, other forms of heart
disease, Cerebrovascular diseases, Ischaemic heart diseases, Chronic lower respiratory diseases,
Human immunodeficiency virus [HIV] disease, Diabetes mellitus.
Gini coefficient
The Gini coefficient is an index between zero and one, which is used to measure the gap between
the rich and the poor. The gini-coefficient measure for Steve Tshwete Local Municipality was at 0.68
in 2001 and increased to 0.08 in a period of 10 years i.e. 0.60 in 2011. These figures express a
minimal change in terms of the income level inequalities between the period of 2001 and 2011.
Social Grants
The table below shows the number of beneficiaries of social grants as per April 2018. Youth is
generally not targeted by South Africa's social welfare system. Child Grants followed by the old age
grants were the highest payouts for the department while R303 837 was paid out to Disablity
Temporary Period.
56 The Number One African City in Service Delivery, Innovation and Good Governance
Table 5: Social Grants Beneficiaries (April 2018)
NUMBER OF ACTIVE GRANTS PER LOCAL MUNICIPALITY PER GRANT TYPE
Grant Type Total Amount Paid
Care Dependency Grant 481 R817 700
Child Support Grant 38 295 R15 700 950
Disability Grant 2 676 R4 549 200
Foster Care Grant 1 327 R1 273 920
Grant-In-Aid 231 R94 710
Old Age Grant 11 009 R18 768 460
Total 54 019 R41 204 940
Department of Social Security Agency, 2019
Employment
Steve Tshwete economy is one of the biggest economic areas and it is therefore expected that a
significant number of employment opportunities are being provided in the area. Mining, trade and
manufacturing are the major leading employment drivers in Steve Tshwete LM.
The unemployment rate of Steve Tshwete decreased slightly from 19.7% in 2011 to 16.4% in 2015
and was the lowest among all the municipal areas of Mpumalanga. Unemployment rate for females
21.8% and that of males 12.9%.Youth unemployment rate according to the 2011 Census figures
27.1% - challenge with especially very high youth unemployment rate of females. The largest
employing industries in Steve Tshwete are trade (including industries such as tourism),
community/government services and mining. High labour intensity in industries such as agriculture,
trade and construction.
Individual Income
According to the census, the number of people without an income has decreased from 91608 to
84088 between 2001 and 2011. The majority (63690) of Steve Tshwete individual earn within the
R1-R 3200 followed by about 47 633 individuals who earn from R3200-R102 400 in 2011 There
has been an increase This could be attributed to the number of mines and manufacturing industries
located in STLM. Individual income distribution in Steve Tshwete is detailed in the table below:
57 The Number One African City in Service Delivery, Innovation and Good Governance
Figure 9: Individual income distribution in Steve Tshwete 2001 and 2011
Source: Statistics South AfricaCensus 2001 and 2011
Household income According to Census 2011, the average annual household income increased from R 55 369 per
annum in 2001 to R134 026 per annum in 2011. This represents an absolute increase in nominal
terms over the 10-year period, which was the highest among the eighteen local municipalities in the
province. This is closely related to its higher education levels and employment rates.
Noincome
R 1 - R400
R 401 -R 800
R 801 -R 1600
R 1601 -R 3200
R 3201 -R 6400
R 6401 -R 12800
R 12801- R
25600
R 25601- R
51200
R 51201- R
102400
R102401
- R204800
R204801or more
2001 91 608 6 258 13 100 9 897 9 888 6 723 3 593 1 177 278 135 90 25
2007 82 630 19 047 8 392 21 785 12 067 9 636 7 089 3 423 1 411 429 81 328
2011 84 088 21 110 5 368 19 534 17 678 16 910 14 523 10 817 4 344 1 039 400 282
0
10 000
20 000
30 000
40 000
50 000
60 000
70 000
80 000
90 000
100 000
Nu
mb
er o
f p
erso
ns
58 The Number One African City in Service Delivery, Innovation and Good Governance
Figure 10: Household Income 2001, 2007, 2011
Source: Statistics South AfricaCensus 2001 and 2011
2.3. Health
When examining issues of health, statistics show that the number of people with HIV has begun to
increase since 2010. HIV/AIDS has a devastating effect on the social and economic development
of Steve Tshwete’s population and Council will therefore persist with its efforts in this area. Thus
Council has adopted an HIV/AIDS Strategy which is inline with the National and Provincial
Framework.
2.3.1. HIV/ AIDS Prevalence
HIV and AIDS is one of the biggest challenges the country is facing. The rate of infection is rapidly
increasing and more and more people are getting ill and dying from AIDS. According to the 2013
Antenatal Care Survey, HIV prevalence rate has decreased from 52%- 43%. This positive change
can be attributed to the active Aids Council, vagorous HCT compaigns and community
awareness (see figure 8). HIV/AIDS has a devastating effect on the social and economic
development of Steve Tshwete’s population and the Council in collaboration with various
stakeholder will continue to maximize its efforts in this area, in order to ensure that prevalence
rates decreases.
Noincome
R1 - R4800
R4 801- R 9600
R9 601- R 19200
R19201 - R38 400
R38401 - R76 800
R76801 -R153600
R153601 -R307200
R307201 -R614400
R614401 -
R1 228800
R1 228801 -
R2 457600
R2 457601 and
more
2001 16 689 6 914 17 615 24 395 28 208 21 396 14 762 7 471 2 005 513 416 154
2007 6 727 2 372 8 541 20 810 35 602 28 691 19 339 13 580 6 954 2 043 0 753
2011 8 305 1 721 2 727 7 356 10 467 11 074 9 294 7 396 4 580 1 462 339 251
0
5 000
10 000
15 000
20 000
25 000
30 000
35 000
40 000
Nu
mb
er o
f h
ou
seh
old
s
59 The Number One African City in Service Delivery, Innovation and Good Governance
Figure 11: HIV Prevalence by Sub-district: 2011-13
Source: 2013 Antenatal Care Survey
2.4. Household (HH) Profile and Services
(i) Number of households
The constitution of South Africa states that all municipalities must construct and maintain a
range of infrastructure that facilitates local economic activity and creates an enabling
environment for economic growth. The following infrastructure categories are amongst the key
within the municipality; water and sanitation, waste and electricity. The municipality provide
services at household level rather than individual level. The number of households in Steve
Tshwete increased from 64 971 in 2011 to 86 713 households (almost 22 000 households
increase) in 2016 representing 20.6% of the Nkangala household figure. The household size
declined from 3.5 to 3.2 in the same period.
Figure 12: Number of Households in Steve Tshwete 1996, 2001, 2007, 2011 and 2016
Source: Stats SA Community Profiles (1996, 2001, 2007, 2011 & 2016)
43.2
27.4
60
19
50
36.1
45.8
32.5
45.1
56.1
47.4
37.5 39
28.8
36.131.5
44.1
55
42.4
29.9 3125.7
40 40.6 3747.4
3642.3
34.442.7
48 52.3
32.226.4
43.6
30
34.6 31.0 58.8 30.4 45.5 40.7 33.1 35.0 42.7 50.0 46.5 40.5 42.4 43.1 36.4 30.2 48.3 38.90
10
20
30
40
50
60
70
2011 2012 2013
1996 2001 2007 2011 2016
Steve Tshwete 33 653 37 115 50 449 64 971 86 713
0
10 000
20 000
30 000
40 000
50 000
60 000
70 000
80 000
90 000
100 000
Nu
mb
er o
f h
ou
seh
old
s
60 The Number One African City in Service Delivery, Innovation and Good Governance
Figure 13: Rate of Increase of Households
Source: Stats SA Community Profiles (1996, 2001, 2007, 2011 & 2016)
(ii) Access to Household Services
Steve Tshwete Local Municipality has made great strides in providing this basic service to its
communities. The table below reflect the progress made:
Table 6: Households with Access to Services 2011 and 2016
BASIC SERVICES 2011 2016
% of households with flush or chemical toilets 86.8% 81.9%
% of households with connection to piped (tap) water: on site & off site 98.2% 85.4%
% of households with electricity for lighting 90.8% 90.1%
% of households with weekly municipal refuse removal 84.7% 85%
Source: Stats SA Community Profiles (2011 & 2016)
Water and sanitation
Even though Access to water and sanitation remains fairly high in STLM, due to households
increase between 2011 and 2016, the percentage of households with water and sanitation has
decreased. The 2016 Community survey reveals that, 81.9 of households had access to potable
water (household connections and communal stands) and 85.4% had flush and chemical toilets. In
2014, the Blue Drop Certified Systems awarded STLM a blue drop score of 97.1% (ranked 1st in the
province, noting that the municipality continues to manage drinking water within their area of
jurisdiction with distinction. STLM was ranked second in terms of waste water services in the Green
Drop Report which was at 61.9%.
Electricity
STLM is licensed to supply the following areas with electricity: Middelburg, Hendrina, Kwaza,
Doornkop, Komati, Blinkpan and Koornfontein and comprises of the following divisions: Small
consumer, Distribution and Planning and bulk connection. The provision of electricity within the
municipality continues to decreased 0.7 between 2011 and 2016.
1996-2001 2001-2007 2007-2011 2011-2016
rate of increase of households 2% 6% 7% 7%
0%
1%
2%
3%
4%
5%
6%
7%
8%
% In
crea
se
61 The Number One African City in Service Delivery, Innovation and Good Governance
Refuse Removal
Census 2016 shows that the municipality continues to improve expanding the access to refuse
removal. About 85% households had access to refuse removal atleast once a day. The municipal
service extends to all the municipal towns but exclude the mining towns and rural areas which are
self serviced. Bulk containers and provided for places like Kranspoort. Somaphepha, Mafube and
Doorenkop have a transfer station and big containers that are serviced by the municipality.
Roads and stormwater
In 2011, the municipality had about 826 km of total road network. Out of the 828 km about 660 km
were tarred and about 162.4km were gravel roads. The 162.4km includes roads within farm areas
which are privately owned and the municipality is unable to provide tarred roads.
(iii) Housing Profile and Ownership
Ownership
Home ownership is one of the most important issues in establishing stability in a community.
Table 7 shows an increase in the proportion of households that own their dwellings. On the other
hand, there is an increase in the proportion of female headed households betweeen 2001 and 2016.
Table 7: Steve Tshwete Household dynamics 2001, 2011 and 2016
Female headed households
%
Formal dwellings % % Housing owned/paying off
2001 2011 2016 2001 2011 2016 2001 2011 2016
29.5 29.4 30.2 73.9 83.0
65.0 57.5 44.5
53.2
Source: Statistics South Africa- Census 2001, 2011 and 2016
Types of Dwelling Housing type implies the structure of the dwelling a family occupies as their home. The main
categories can be distinguished; these are formal permanent structures, traditional structures and
informal non-permanent structures. Table 8 indicates the different dwelling types in the municipal
area according to the Census 2011. Table 8 below shows a significant increase in the proportion of
households residing in formal dwellings across the municipality, meanwhile there is decline in
traditional dwellings. The informal dwellings declined from 1996 to 2001 and showed an upward
trend from 2001 to 2011. The increased number of informal dwellings is a concern to the
municipality. Formalizing all informal settlements should be a priority to the municipality as the
municipality loses income due to people in informal settlements not paying for services. STLM
recognises that high migration and urbanisation rates mean that informal settlements in the
municipality are likely to remain. However, the municipality is committed to ensuring that all
households, including those located in informal settlements, have access to basic services and
community amenities.
Table 8: Dwelling Types 1996, 2001, 2011 and 2016
FORMAL TRADITIONAL INFORMAL
199
6 2001 2011
2016 1996 2001 2011
2016 1996 2001 2011
201
6
24
765
26 776 53 929 71 022 2 952 3 516 1 102 1 832 12 901 5 937 9 190 12
480
Source: Statistics South Africa- Census 1996, 2001, 2011 and 2016
62 The Number One African City in Service Delivery, Innovation and Good Governance
2.5. Community facilities
Table 9: List of all Community Facilities F
ac
ilit
ies
To
tal
nu
mb
er
of
Fa
cil
itie
s
Mid
de
lbu
rg
He
nd
rin
a
Rie
tku
il
Pu
lle
ns
ho
pe
Ko
ma
ti
Do
orn
ko
p
Ea
std
en
Na
sa
ret
Mh
luzi
Sik
hu
luli
we
So
ma
ph
ep
h
a
Library 11 1 2 1 1 - 1 1 1 3
Community
hall 9
3 1 1 1 1 1 1
Sport stadium 5 3 1 0 0 - 1
Police Station 6 2 2 0 1 1
Clinic 14 8 2 1 1 1 1 5
Post Office 5 1 1 1 1 1
Crèche 20 3 3 1 2 1
Primary
School 25
17 3 1 1 1 9 1
Secondary
School 19
7 4 - - - 1
Technical
college 1
1 0 0 - -
Cemetery 11 1 3 0 - - 7
MPCC 3 1 1 1
2.6. Municipal Strengths, Weaknesses, Opportunities and Threats Analysis
Table 10: SWOT Analysis
MUNICIPAL INTERNAL ENVIRONMENT
STRENGTH WEAKNESSES
1. Political and administrative stability in a good relationship
2. Financial viability & management with viable income base;
3. Good Corporate Image a number of awards. 4. Clean audit AG opinion 5. Cordial employer and labour unions
relationship. 6. Sound relationship between politicians and
administration. 7. Sound relationship between STLM and the
local business: implementation of enterprise development plan
8. Performance management system Is cascaded to lower levels within the organization to harmonize -PMS at all levels
9. Good Infrastructure Growth and Maintenance 10. High level of service delivery.
1. Lack of funds for servicing of land 2. Too many people in acting positions for too long, they
can’t drive organization well 3. Lengthy procurement processes. 4. Poor internal communications 5. Loss of qualified staff 6. Negative workforce 7. Ineffective security systems 8. Ageing infrastructure 9. Shortage of Bulk infrastructure 10. Inability to secure and use vintage “SMART city”
technology.
MUNICIPAL EXTERNAL ENVIRONMENT
OPPORTUNITIES THREATS
1. Availability of Natural Resources and potential for downstream beneficiation
2. Youthful population 3. Benefits from mining, agriculture,
manufacturing, utilities, etc.) 4. Proposed new Industrial Developments like
SAW mill, the Steel Metal and Fabrication Hub: DEDET
1. Higher than national average population growth (in large measure compounded by High influx of job seekers
2. Slow economic growth and fiscal fluctuation 3. Limited water sources 4. Shortage of capacity from Eskom 5. Infrastructure planning and maintenance by municipality
and province not aligned sufficiently
63 The Number One African City in Service Delivery, Innovation and Good Governance
5. Strategic Location of STLM – i.e. closeness to the large commercial centres and Metro Municipalities;
6. Good Credit worthiness 7. Aligned to many other economic
developments in the province like the Maputo Corridor, Phase 3 development of Middelburg mall, mining development and implementation of SLPs, Industrial Park adjacent to Mhluzi (possible job creation and SMME Development)
8. Good corporate image due to awards. 9. Potential for reduced internal costs through
energy efficiency measures, including partnerships with ICLEI, being applied
10. Increase of bulk electricity capacity through Independent Power Producers (IPP’s)
6. Climate change- needs to move away from fossil fuel to other forms of energy.
7. High and growing unemployment rate (esp. youth and women) leading to continued high poverty rates & inequalities within the communities
8. Threats of land invasion (Informal settlements) requiring basic services
9. Environmental hazards & impact due to illegal dumping, veld fires & pollution or hazardous material in transit
10. No clear post-mining plan of rehabilitation
2.7. Municipal Spatial Development Framework (MSDF)
2.7.1. Background
In terms of the Constitution of the Republic of South Africa, municipal planning is a core function of
the local municipalities. To give effect to the constitutional mandate, Section 34 of the Municipal
Systems Act, 2000 (MSA) and Section 20 Spatial Planning and Land Use Management Act No. 16
of 2013 respectively, call upon municipalities to formulate the Spatial Development Frameworks.
The Municipal Spatial Development Framework (MSDF) is municipal spatial planning tool that
indicates future areas for expansion of residential, community facilities, industrial, business, resort
development and other activities. It also indicates the urban edge and provides guidance with
respect to areas of highest impact and priority projects. MSDF provides spatially referenced data
and a complementary spatial analysis of the issues within a municipal area, see Map 17. This
analysis needs to be expanded to include the high-level spatial interactions and linkages both within
a municipal area and regionally, including corridor development and national infrastructure
development plans. The result should be integrated and strategic development.
According to the MSA, the SDF forms a core component or a sector plan of an Integrated
Development Plan (IDP) and should provide for basic guidelines for a land use management system
for the municipality. All land development related IDP projects therefore, should be informed by the
SDF and be spatially referenced in an endeavour to achieve the desired spatial pattern of a
municipality.
SPLUMA stipulates that the content of a municipal SDF must include a written spatial representation
of a five year spatial development plan for the spatial form of the municipality. It should also include
a longer spatial development vision statement for the municipal area which indicates a desired
spatial growth and development pattern for the next 10-20 years. However, the SPLUMA still links
the SDF to the IDP in terms of the MSA.
The process of review and alignment of the 2015 Steve Tshwete Spatial Development Framework
with the provisions of the Spatial Planning and Land Use Management Act No. 16 of 2013 was
commenced with during the 2017 and completed in 2018.
64 The Number One African City in Service Delivery, Innovation and Good Governance
65 The Number One African City in Service Delivery, Innovation and Good Governance
2.7.2. Purpose of the Municipal Spatial Development Framework
i. The purpose of the MSDF is to provide general direction and to guide decision making on an
on-going basis, aiming at the creation of integrated, sustainable and habitable regions, cities,
towns and residential areas. Included in a MSDF are:
Spatial analysis of the broader Municipal area (trends and issues);
Localised spatial development principles; and
Maps that indicate the spatial objectives, strategies and proposals which are sufficiently
specific to broadly inform land use management and investment decisions for both public
and private sectors
ii. The SDF has the following direct advantages for the municipality:
Ensuring the identification of a common spatial vision and a set of objectives focused on a
desired orderly spatial development pattern for the area;
Informing a broad land use management policy, which can be referred to and used to
objectively assess the desirability of all future development applications;
Identification and prioritisation of capital and management projects that will be used by the
local authority to inform the annual budgetary allocations in terms of the IDP.
iii. The SDF strives to redress spatial imbalance by seeking spatial integration, encouraging
densification and the compaction of urban settlements.
Figure 17 reflects the Spatial Development Framework Plan for Steve Tshwete Local
Municipality as a whole.
2.7.3. Legal Framework
Section 20 of the Spatial Planning and Land Use Management Act No. 16 of 2013 (SPLUMA) states
that the Municipal Council of a municipality must by notice in the Provincial Gazette adopt a
municipal spatial development framework. It also states that the municipal spatial development
framework must be prepared as part of a municipality’s integrated development plan in accordance
with the provisions of the Municipal System Act. The SPLUMA has introduced the adoption
procedure for the municipal SDF which stipulates the following:
“Before adapting the municipal spatial framework contemplated in subsection (1) and any
proposed amendments to the municipal spatial development framework, the Municipal
Council must-
Give notice of the proposed municipal spatial development framework in the Gazette and
the media;
Give notice of the proposed municipal spatial development framework in the Gazette and
the media;
Invite the public to submit written representations in respect of the proposed municipal spatial
development framework to the Municipal Council within 60 days after the publication of the
notice referred to in paragraph (a); and
Consider all representations received in respect of the proposed municipal spatial
development framework”.
66 The Number One African City in Service Delivery, Innovation and Good Governance
Previously, some municipalities would take decisions that are inconsistent with the SDF
without following procedures or facing legal consequences. However, Section 22 of the
SPLUMA gives a MSDF a legal effect in the sense that it states that:
“A Municipal Planning Tribunal or any other authority required or mandated to make a land
development decision in terms of this Act or any other law relating to land development, may not
make a decision which is inconsistent with a municipal spatial development framework”. Deviation
from the SDF may only be allowed subject to compliance with Section 42 of the SPLUMA and only
if site-specific circumstances justify a departure from the provisions of such municipal spatial
development framework.
Section 22(3) of the SPLUMA states that where a provincial spatial development framework is
inconsistent with a municipal spatial development framework, the Premier must, in accordance with
the Intergovernmental Relations Framework Act, take the necessary steps, including the provision
of technical assistance, to support the revision of those spatial development frameworks in order to
ensure consistency between the two.
2.7.4 Objectives
The objective of Steve Tshwete Spatial Development Framework is to formulate strategic spatially
based policy guidelines and proposals whereby changes, needs and growth in the municipal area
can be managed to the benefit of the environment and its inhabitants. The SDF process is guided
by a realistic set of local goals and objectives which are contextualised within the overall vision for
the municipality.
2.7.5. Contents of Municipal Spatial Development Framework
In terms of Section 21 of the SPLUMA, the municipal Spatial Development Framework must:
a) Give effect to the development principles and applicable norms and standards set out in
Chapter 2;
b) Include a written and spatial representation of a five-year spatial development plan for spatial
form of the municipality;
c) Include a longer term spatial development vision statement for the municipal area which
indicates a desired spatial growth and development pattern for the next 10 to 20 years;
d) Identify current and future significant structuring and restructuring elements of the spatial form
of the municipality, including development corridors, activity spines and economic nodes
where public and private investment will be prioritized and facilitated;
e) Include population growth estimates for the next five years;
f) Include estimates of the demand for housing units across different socio-economic categories
and the planned location and density of future housing developments;
g) include estimates of economic activity and employment trends and locations in the municipal
area for the next five years;
h) Identify, quality and provide location requirements of engineering infrastructure and services
provision for existing and future development needs for the next five years;
i) Identify the designated areas where a national or provincial inclusionary housing policy may
be applicable;
67 The Number One African City in Service Delivery, Innovation and Good Governance
j) Include a strategic assessment of the environmental pressures and opportunities within the
municipal area, including the spatial location of environmental sensitivities, high potential
agricultural land and coastal access strips, where applicable;
k) Identify the designation of areas in the municipality where incremental upgrading approaches
to development and regulation will be applicable;
l) Identify the designation of areas in which-
i. more detailed local plans must be developed; and
ii. shortened land use development procedures may be applicable and land use schemes
may be so amended;
m) Provide the spatial expression of the coordination, alignment and integration of sectoral
policies of all municipal departments;
n) Determine a capital expenditure framework for the municipality’s development programmes,
depicted spatially;
o) Determine the purpose, desired impact and structure of the land use management scheme to
apply in that municipal area and
p) Include an implementation plan comprising of-
sectoral requirements, including budgets and resources for implementation;
specification of institutional arrangements necessary for implementation
specification of implementation targets, including dates and monitoring indicators
Specification where necessary, of any arrangements for partnerships in the
implementation process.
2.7.6. National and Provincial policy context and development guidelines
Municipalities throughout South Africa are finding it increasingly difficult to provide its inhabitants
not only with cost-effective and equitable infrastructure, but also with sufficient social infrastructure
and economic opportunities. For this reason, development in South Africa is guided and directed by
a range of national, provincial and local development policies. The most prominent development
directives emerging from the various developments policy documents, which should inform the
development of an SDF for Steve Tshwete Local Municipality includes:
i. National Development Plan (NDP)
In Urban Areas the NDP advocates the following:
Upgrading of informal settlements;
Urban densification within existing urban fabric and along development corridors;
Extensive provision and prioritisation of public transport;
Job creation and urban renewal in former township areas;
Diverse range of subsidised housing typologies and densities, and focusing on filling
the housing “gap market” in terms of bonded housing.
In Rural Areas the NDP advocates the following:
Spatial consolidation of rural settlements to increase densities and enhance
sustainability; Innovative (green), targeted and coordinated infrastructure delivery;
Prioritise rural development along mobility corridors and at strategic intersections;
Rural nodal development and revitalisation of small towns;
Diversification of rural economy towards mining, tourism and local business.
68 The Number One African City in Service Delivery, Innovation and Good Governance
ii. Regional Industrial Development Strategy (RIDS)
Confirms the District status as one of the more successful economic regions in South
Africa;
Municipal-wide focus on energy generation, mining, agriculture and tourism
development.
iii. Comprehensive Rural Development Programme
This programme seeks to advance rural development through a three-pronged approach:
Agrarian Transformation, Targeted Infrastructure Provision and Tenure Reform.
iv. The National Transportation Master Plan 2005 – 2050 (NATMAP):
Greater emphasis on developing rail as a transportation medium, rather than road-
based modes in South Africa;
Greater integration between land use development and transportation planning
should be achieved via ensuring that land development is concentrated in and around
transport corridors, and that corridors are orientated towards providing sustainable
rail transport rather than road-based transport modes.
v. Mpumalanga Vision 2030
Spatial Rationale for future development of Mpumalanga centres around eight key
drivers: nodal development, business, commercial and industrial development,
tourism, forestry, agriculture and mining;
Urban Development should focus on two main interventions: Urban Restructuring
and Urban Renewal and Revitalisation;
In terms of Rural Development the focus should be on three main interventions: Rural
Nodal Development by way of public infrastructure provision, Rural Settlement
Consolidation and Agrarian Transformation from subsistence farming to commercial
farming.
vi. Mpumalanga Growth Path
Give effect to the principles of a developmental state by facilitating cooperative
governance and by prioritising development;
Facilitate and support sustainable development through following an integrated
approach to managing the relationship between socio-economic development and
the environment.
vii. Mpumalanga Spatial Development Framework
Identified a hierarchy of Primary; Secondary and Third Order Nodes in the urban and
rural parts of Mpumalanga Province. These are Strategic Focus Areas for
development.
69 The Number One African City in Service Delivery, Innovation and Good Governance
viii. Mpumalanga Infrastructure Master Plan
Seeks to direct infrastructure investment to areas of highest need in terms of
providing the constitutionally mandated minimum levels of services to communities,
and to priority areas with potential for economic development and job creation.
It highlights specific areas in Mpumalanga targeted to facilitate development of
various economic sectors.
ix. Mpumalanga Human Settlement Master Plan
Focus on initiating all new urban and rural housing projects in Strategic Development
Areas identified and demarcated in municipal Spatial Development Frameworks.
Promote mixed use, mixed density housing projects which offer a variety of tenure
alternatives.
x. The Mpumalanga Tourism Growth Strategy (MTGS):
Developing a diverse range of alternative tourism products to meet the requirements
of different market segments.
Developing products that complement and do not compromise or threaten the natural
resources on which the tourism developments rely.
xi. Nkangala District Spatial Development Framework (SDF)
Consolidating the urban and rural structure of the District around urban and rural
nodal points.
Optimally utilise all resources associated with the space economy of the District in a
sustainable manner.
Focus service delivery and infrastructure investment around the nodal structure
which represent the highest population concentrations.
Target intervention programmes around areas in need of service
2.7.7. Integrating the Municipal Spatial Development Framework with Integrated Urban
Development Framework
i. Background introduction of the IUDG
A review of Local Government Infrastructure Grants was initiated in October 2013, led by
National Treasury together with the COGTA, the Financial and Fiscal Commission, the South
African Local Government Association, and the Department of Performance Monitoring and
Evaluation. The review envisioned a grant system that included:
Greater differentiation in the type of grants provided to different municipalities;
A move from focussing on rolling out new infrastructure to increased focus on the
management, maintenance and renewal of existing infrastructure;
Ensuring greater value for money for the funds spent, and;
Ensuring greater coherence in the management of the grant system.
70 The Number One African City in Service Delivery, Innovation and Good Governance
Subsequent to the above, the government of South Africa introduced the Integrated Urban
Development Framework (IUDF) which is a policy initiative coordinated by COGTA. The IUDF seeks
to foster an understanding between local government and civil society on how best to manage
urbanisation and achieve the goals of economic development, job creation and improved living
conditions within municipalities by addressing current urban challenges as outlined in National
Development Plan. The IUDF responds to and builds on various chapters of the NDP, particularly
chapter 8 dealing with Transformation of human settlements and the national space economy.
The IUDF marks a new deal for South African cities and towns and sets a policy framework to guide the development of inclusive, safe, productive, resourceful resilient and liveable urban settlements, while addressing the unique conditions and challenges facing South Africa’s cities and towns. It advocates the effective management of urbanisation so that the increasing concentration of an economically active population translates into higher levels of economic activity, greater productivity and higher rates of growth, thereby transforming our South African cities into engines of growth and prosperity. The IUDF proposes an urban growth model premised on compact and connected municipalities and towns. The key outcome of the IUDF is spatial transformation. The identified policy levers and priorities are crucial for maximising the potential of urban areas, by integrating and aligning investments in a way that improves the urban form, refer to Figure 1 below:
Figure 14: Core elements of the IUDF ii. What is Capital Expenditure Framework
The term “Capital Expenditure Framework” (CEF) became a municipal mandate with the
promulgation of the Spatial Planning and Land Use Management Act, Act 16 of 2013 (SPLUMA)
Section 21 (n). However, the concept of a Capital Investment- or Capital Expenditure Framework
has been eluded to in several other preceding legislative and policy instruments. According to the
IUDG policy framework, a CEF is a comprehensive, high-level, long-term infrastructure plan that
flows from a Spatial Development Framework (SDF), which estimates the level of affordable capital
investment by the municipality over the long-term. The CEF is therefore the mechanism of the
municipality which aims to achieve spatial transformation by aligning capital investment in such a
way that the key outcomes of the IUDF are achieved.
iii. The purpose of Capital Expenditure Framework
The IUDF is consistent with and reinforces the findings of the Review of Local Government
Infrastructure Grants. The IUDG will be introduced in the 2019/20 Division of Revenue Act (DORA)
as a consolidated infrastructure grant for the support of the targeted 39 Intermediate City
Municipalities (ICMs). The aim of the IUDG is to support spatially aligned public infrastructure
71 The Number One African City in Service Delivery, Innovation and Good Governance
investment that will lead to functional and efficient urban spaces and ultimately unlock urban growth.
In terms of the IUDG description, the purpose of the grant is to:
Provide funding for public investment in infrastructure for the poor;
Promote increased access to municipal own sources of capital finance in order to
increase funding for public investment in economic infrastructure;
Ensure that public investments are spatially aligned with municipal development
vision, and;
Promote the sound management of the assets delivered.
The purpose of the ICM support strategy is to help translate IUDF policy into practical programmes
of action. In so doing the initiative aims to give impetus to achieve the main IUDF goals, which are
forging new integrated forms of spatial development; ensuring that people have access to social
economic services, opportunities and choices; harnessing urban dynamism to achieve inclusive
and sustainable growth; and enhancing the governance capacity of the state and citizens in ICMs.
iv. Institutional arrangements of the IUDG
With the acceptance of the IUDF as policy, the emphasis has now shifted to implementation. The
IUDF is coordinated by COGTA, which has set up the institutional arrangements for the coordination
of activities across government departments and agencies, under the overall management of an
IUDF Working Group.
The IUDF capital programme requires alignment by participating municipalities wishing to access
the Integrated Urban Development Grant (IUDG). This required alignment should be through the
development of a long-term CEF, consisting of a 10-year planning horizon. According to the 2018
guide to preparing a CEF, a CEF is the outcome of strategic prioritisation within the available
affordability envelope of a municipality.
Among other features, the IUDG moves towards programmatic grant monitoring and the business
plan for the IUDG is a three-year capital programme that is aligned with a long-term (CEF). The
National Department of COGTA has appointed a service provider to assist the Steve Tshwete Local
Municipality to work towards accessing funds from the IUDG.
2.7.8. Development of Precinct Plans
In line with Section of 10 of the Steve Tshwete By-law on Spatial Planning and Land Use
Management, 2016, the municipality embarked on the process development precinct plans for
Middelburg CBD and Mhluzi area as Spatial Transformation tool. Decline in economic activities,
reported crime and drug abuse incidents promoted the municipality to develop precinct plans to
resolve such challenges. Further, the town centres of Middelburg, Hendrina and Mhluzi are
experiencing the following main challenges:
There is an increase in vacancy rate in business space owing to distressed economy,
There are no vacant land parcels around the CBD meaning that there is a limited
opportunity for introducing new land uses into the CBD;
There is limited supply of higher education facilities within the CBD area;
There is limited public realm enhancement elements within the CBD;
There are low density and low rise commercial and residential buildings;
Some buildings are in state dilapidation due to lack maintenance;
There is insufficient public parking space and inadequate taxi ranks spaces.
72 The Number One African City in Service Delivery, Innovation and Good Governance
The development priority for the identified nodes is therefore to provide solutions aimed that at
fulfilling place-making and high streets principles, designing out crime, management and
maintenance of buildings and catalyse economic development at the various town centres. The
ultimate goal is to have a town centre that is revitalized, enhanced, attractive, vibrant, people-
friendly and prosperous. Chiefly, the objective is to revitalise the town centres and prevent them
from degenerating into a state of urban blight.
2.7.9. Smart city in spatial planning context
i. Introduction
According to the Focus Group on Smart Sustainable Cities, a smart sustainable city is an
innovative city that uses ICTs and other means to improve the quality of life, efficiency of urban
operation and services, and competitiveness, while ensuring that it meets the needs of present
and future generations with respect to economic, social and environmental aspects.
Spatial planning can be described as largely public-sector-led repertoire of activities to
influence the future spatial distribution of activities, to enhance the integration between
different sectors, to create a more rational territorial organization of land uses including the
linkages between them, to balance demands for development with the need to protect the
environment, and to achieve social and economic objectives. Spatial planning is regarded a
key instrument for establishing long-term sustainable frameworks for social, environmental
and economic development and thus relates also to the concept of smart city.
ii. Smart City in the context of spatial planning
Smart cities requires intelligent planning and an active citizenry rather than the overlay of
technological solutions. The focus is on main issues such as harnessing smart urbanism to
drive transformation of cities, bridging the digital divide in sustainable development in the
information age, and how best to realise urban mobility. Smart city should not be looked at in
the context of technology rollout and about the social implications of technology. A key factor
in this regard is spatial design, which takes into account dead corners on streets for safety
and security purposes, and allowing for transparency, shading, natural cooling and ventilation,
and planting such as roof gardens in office complexes and food gardens for housing
developments.
Rapid and unplanned urbanization has led to growth of slums, sprawl, housing and
infrastructure shortages, social segregation, and exclusion. Accompanied by motorization, it
has caused congestion and hazardous air pollution. Inadequate models of urban development
turned cities and neighbourhoods into fragmented zones with low density sprawl and high
density disconnected residential areas which are inefficient in terms of public transportation
and service delivery point of view. All this has strong social impact in terms of liveability,
cultural diversity, adaptability of the urban pattern, and housing options. Therefore, smart city
concept should be used as an approach to spatial management, particularly in the context of
rapid urbanization.
iii. Aspects of a smart city that is sustainable
Attributes Sustainability: Related to city infrastructure and governance, energy and climate change, pollution, waste, and social, economics and health.
73 The Number One African City in Service Delivery, Innovation and Good Governance
Quality of life: Improving quality of life in terms of emotional and financial wellbeing.
Urban aspects: Includes technology and infrastructure, sustainability, governance and economics
Intelligence or smartness: include smart economy, smart people, smart governance, smart mobility, smart living and smart environment.
Theme Society: The city is for its inhabitants.
Economy: The city must be able to thrive – jobs, economic growth and finance
Environment: The city must be sustainable in its functioning for the present as well as future generations.
Governance: The city must be robust in its ability for administrating policies.
Infrastructure Physical infrastructure includes buildings, train tracks, roads, electric lines, gas pipelines, water, factories, etc.
The ICT infrastructure acts as the "glue" which integrates all the other elements of the smartness of the city acting as a foundational platform. ICT infrastructure functions as the nerve centre, orchestrating all the different interactions between the various core elements.
Smart City approach requires a combination of smart efforts to improve inhabitants’ quality of
life, promote economic growth, and protect the environment from degradation. Key systems
of smart and sustainable cities include: smart energy, smart buildings, smart transportation,
smart water, smart waste, smart physical safety and security, smart health care, and smart
education.
ICT based concepts such as big data, open data, Internet of Things (IoT), data accessibility
and management, data security, mobile broadband, ubiquitous sensor networks are essential
in smart and sustainable cities and are predicated on an ICT infrastructure to improve Quality
of Life and promote overall sustainability.
iv. Planning and designing parameters for achieving smart city
Below are some of the key urban design considered in order towards achieving sustainable
smart city:
a. High quality streets and public spaces. Well-planned streets and public spaces that
shape the urban structure help support local economy, connectivity, culture,
creativity, and future developments. A good street network works well for vehicles
and public transport as well as for pedestrians and cyclists.
b. Proper and well-designed density: To meet the challenge of rapid urbanization and
benefit from the economies of scale and to promote sustainable urban extension, it
is important to have proper and well-designed density of at least between 80 and 120
units/ha.
c. Mixed Urban Uses and limited land-use specialization: Mixed land-use planning
helps create local jobs, promote the local economy, reduce car dependency and
commute, encourage pedestrian, cyclist and other non-motorised transport, reduce
landscape fragmentation and green-house gas emissions, provide closer public
74 The Number One African City in Service Delivery, Innovation and Good Governance
services, support mixed communities and local economies, promote safer
communities and create attractive neighbourhoods.
d. Connectivity: The purpose of increasing connectivity is to create access to jobs and
services for all and to boost local economies. This encourages walking, public
transport, and ICT-accessibility.
e. Mixed social structure: This principle aims to promote cohesion and interaction
between different social classes in the same neighbourhood and ensuring
accessibility to equitable urban opportunities by providing different types of housing.
f. Urban resilience: Resilience requires policies, disaster preparedness strategies,
frameworks, plans and designs that promote both, the adaptation to climate change
and mitigation of GHG emissions.
g. Energy and Resource Efficiency: This requires managing growth addressing
consumption and resource exhaustion, through strategic planning, policies and
measures focused on buildings, appliances, transport and agricultural, industrial and
services industries. By using resources in a sustainable manner, assisted by smart
technologies cities can minimize impacts on the environment and be responsive to
the needs of the poor and vulnerable.
v. Actions in place to achieve smart city
Smart and sustainable cities have to be planned, designed, implemented, and managed
effectively. The below are actions put in place to ensure enforcement and incorporation of the
planning and design parameters for achieving a smart and sustainable city:
Delineation of Density Directives incorporated in the MSDF and development of
Policy on Densification and Compaction of urban areas is in progress
Evaluation of land development and land use application in line with Development
Principles as contained in Chapter 2 of the SPLUMA
Compilation of Land Use Scheme in line with the SPLUMA, wherein emphasise on
mixed used and high density development and urbanism, is in progress.
Enforcement of SANS 10400 of NBR and Green Buildings Guidelines on evaluation
of Buildings.
Review of the Guidelines for planning and development of Integrated Human
Settlements to incorporate planning and design parameters for achieving a smart and
sustainable city.
A process of development of precinct plans for Middelburg, Hendrina and Mhluzi
towns has been commenced with. The main strategic objective for these local spatial
development framework is to revitalise the town centres from socio-economic and
environment aspects and also to prevent them from degeneration into a state of urban
blight and decay.
75 The Number One African City in Service Delivery, Innovation and Good Governance
Spatial Structure
Steve Tshwete Municipality is situated approximately 150km to the east of Pretoria on the way to
Mbombela (Nelspruit). It covers a geographic area of 39 976 km². The N4 freeway traverses the
study area from east to west, and the N11 freeway traverses it from north to south, intersecting with
the N4 just to the south of Middelburg Town in the central extents of the LM (refer to Figure 17).
76 The Number One African City in Service Delivery, Innovation and Good Governance
77 The Number One African City in Service Delivery, Innovation and Good Governance
The Municipality comprises two main urban areas, namely Middelburg/ Mhluzi which is the primary
commercial and administrative centre; and the much smaller Hendrina/ Kwazamokuhle situated
near the south-eastern border of the Municipality. A number of smaller settlements are dispersed
throughout the municipal area, primarily to the south of the N4 freeway. These smaller settlements
may be arranged into four categories for planning purposes (Steve Tshwete IDP 2015/16),
discussed below:
a) Small Villages: Small villages which serve as agricultural service centres, including Somaphepha
(Kwa-Makalane), Sikhululiwe (Mafube) and Doornkop. These villages offer limited services and
basic amenities to a small and localized rural community, and all of these are located in the northern
parts of the municipal area.
b) Holiday Towns: The second category of settlements is the two holiday towns of Presidentsrus
and Kranspoort. Development in these towns is strictly regulated in order to maintain a specific
character.
c) Mines and Power Stations: The third and final settlement category comprises the towns
associated with mines and power stations. The towns related to power stations are namely Rietkuil,
Pullenshope and Komati which were all developed by Eskom. Mining villages in the STLM are
namely Blinkpan/ Koornfontein, Naledi and Lesedi.
d) Farm Worker Villages: Finally, Kanhym (a farming company) developed Thokoza and Eikeboom
villages specifically for farm workers.
Notably, Steve Tshwete LM exhibits the second highest urbanisation rate in the NDM at 72.1%
(Steve Tshwete ITP, Draft 2013). This high urbanisation rate is coupled with the depopulation of
rural areas. The northern boundary of the LM bisects Loskop Dam, with the Loskop Dam Nature
Reserve surrounding the dam. To the east of Middelburg Town is the Middelburg Dam, and to the
north-west thereof is the Botshabelo Nature Reserve.
Strategies proposed by the plan
The SDF proposes the following strategies and development priorities:
Towards Integration: The Semi-Lattice Urban Development Concept.
A concept of urban form, which is currently regarded as most conducive to increasing urban
performance in both local and international planning circles, is the semi-lattice concept. It can be
regarded as a combination of the nodal and the development axis concepts, since it proposes the
creation of a structuring framework (or backbone) for urban development consisting of different order
nodes being interconnected by development axis. This axis or so called development spines are
focus areas for dense mixed land use development. The rationale behind implementing a semi-
lattice system consisting of activity corridors (and activity spines) and interconnecting nodes of
different order is as follows:
To create a structuring framework for urban development, whereby ad-hoc decision-making which
distracts from logical urban form and legibility can be kerbed. Since urban sprawl is partly manifested
by the haphazard location of major traffic generators such as shopping centres, office industries and
housing a pro-active corridor development will promote a more concentrated and spatially ordered
development philosophy with a clear indication of higher and lower intensity development areas.
78 The Number One African City in Service Delivery, Innovation and Good Governance
To create an urban structure conducive to the implementation of an unsubsidized effective and
efficient public transportation system that serve all citizens (rich and poor) conveniently. The location
of mostly higher order land uses, as well as high density residential development alongside specific
routes. These routes now serve as channels for different types of public transportation modes since
a high degree of people and activities are focused on these routes. Urban development in this
fashion also enables different public transportation modes to support each other more logically than
is currently the case.
To create opportunities for small and medium enterprise to be visible and accessible to passing
traffic. Currently, most shopping facilities are concentrated in nodes, situated at the intersections of
major transportation routes. These spaces are monopolized to a great extent since few small
businesses can afford rent in these locations. Furthermore informal trading on these premises is
usually unwanted. This situation makes it difficult for small and medium enterprises to get exposure
to the market that they need for survival. By allowing direct access and a mixture of land uses on
the transportation routes between nodes, smaller businesses obtain exposure to exposed or
otherwise impenetrable trade markets.
To effectively integrate sectors. The essence of activity corridors is their linear form, which enables
integration to a greater and more practical extent than any other urban form. (A single point creates
an access problem to places further away from it, while a line allows more places to focus alongside
it). Current planning practices such as zoning result in mono-functional urban environments. This
separation between land uses makes the public reliant on vehicular transportation and furthermore
accelerates the aspect of congested traffic arterials. A semi-lattice urban development system
consists of the following interrelated components:
Parallel limited-access rights of way (mobility spine) for both fast-moving private transport
(e.g. a freeway) and public transport (e.g. a railway and/or bus-way) with frequent
connections to the activity spine or main road:
An activity spine is the route within a development corridor on which all development is focused.
Activity spines will be major carriers of all modes of transport and will enable direct access to a
range of high intensity land-uses such as retail, cultural, residential and employment. Land uses
which benefit from high levels of visibility and regional accessibility would locate along mobility
spines. The proposed activity spines within Steve Tshwete local Municipality area are described
below:
Dr. Beyers Naude/Ikageng Streets. This spine would in future serve as a link road facilitating
movement between two of the proposed north-south stretching activity spines (the P220-1 and P51-
2) and between the proposed Mhluzi Activity Node and the existing Middelburg Central Business
District.
Cowen Ntuli Street functions as the main east/west activity spines in Middelburg, and links up the
residential areas on the western side of town with the CBD and following through to the industrial
areas and residential areas on the eastern side of town.
Keiskamma / John Magagula Street. These activity spines facilitate movement between the
southern urban areas and the Middelburg Central Business District.
79 The Number One African City in Service Delivery, Innovation and Good Governance
Walter Sisulu Street. This is the main north-south activity spine through Middelburg. This activity
spine lends itself towards mixed use developments north of Cowen Ntuli Street up to the intersection
with Protea Street in the north.
Samora Machel Street. Obtaining direct access from the N4, National Road, Samora Machel Street
will serve as an prominent activity spine between the intersection with the N4 in the south and the
intersection with Cowen Ntuli Street in the north and Dr Mandela Drive in the eastern direction, refer
to Map 1.
Activity streets are smaller versions of activity spines, although the same principles namely linearly,
accessibility, land use diversity and intensity apply. In activity streets however there are much lower
levels of opportunity, e.g. there may be no freeways or metropolitan scale land uses in proximity:
The areas along these streets are characterised by lower levels of current development including
most of the smaller development nodes (neighbourhood nodes) within the study area. Streets that
have been identified to fulfill an activity street function include, Mandela Street, Protea Street,
Samekoms Road, Cowen Ntuli Street, Harry Gwala Street, Sipres Street, Renoster Road, Lilian
Ngoyi Street, Long Street, Zuid Street, Verdoom Street, Orange Street, Hex River Road and Pilodia
Street.
Nodes (e.g. shopping centres, stadiums, hospitals, and commercial /employment areas) need to be
located alongside the activity spines and streets, to serve as magnets and assist in facilitating
movement along these spines. The hierarchy of Activity Nodes/Areas within Steve Tshwete Local
Municipality area can be described as follows:
The Middelburg Central Business District and Hendrina Central Business District are the
primary economic activity nodes within the municipal area. Retail development, offices, government
buildings and municipal offices are located in this node.
The secondary activity nodes consist of the Twin City and Eastdene nodes in Cowen Ntuli Street
to the east of the CBD and Middelburg Mall and eMhluzi mall. Local neighbourhood nodes
compliment the primary and secondary nodes and should be located in such a way as to serve all
suburbs. The existing neighbourhood nodes are Dennesig Centre, Kanonkop Spar, Tosca Centre,
Merino Centre, Ermbee OK Bazaar, Middelburg Extension 18, Midwater Shopping Centre, Nasaret
Centre, Kwazamokuhle centre, refer to Map 17.
The following are important directives applicable to Steve Tshwete Local Municipality:
To achieve a sustainable equilibrium between urbanisation, biodiversity conservation,
industry, mining, agriculture, forestry, and tourism related activities within the municipality,
by way of effective management of land uses and environmental resources.
To establish a functional hierarchy of urban and rural nodes (service centres/agri-villages)
in the municipal area; and to ensure equitable and equal access of all communities to social
infrastructure and the promotion of local economic development by way of strategically
located Thusong Centres (Multi Purpose Community Centres) in these nodes.
To functionally link all nodal points (towns and settlements) to one another, and to the
surrounding regions, through the establishment and maintenance of a strategic transport
network comprising internal and external linkages, and focusing on the establishment of
Development Corridors.
80 The Number One African City in Service Delivery, Innovation and Good Governance
To incorporate the existing natural environmental, cultural-historic and man-made
resources within the Municipality in the development of Tourism Precincts, mountainous
parts of the municipality,
To promote a wide spectrum of extensive commercial farming activities throughout the
municipal area, and to establish local markets for fresh products at the main nodal points
identified.
To optimally utilise the mining potential in the municipal area without compromising the long
term sustainability of the natural environment.
To concentrate industrial and agro-processing activities at the higher order nodes in the
municipal area where industrial infrastructure is available.
To enhance business activities (formal and informal) at each of the identified nodal points
in the municipal area by consolidating these activities with the Thusong Centres and modal
transfer facilities.
To ensure that all communities (urban and rural) have access to at least the minimum levels
of service as enshrined in the Constitution.
To consolidate the urban structure of the municipality at the highest order centres by way
of infill development and densification in identified Strategic Development Areas and
Implementation Priority Areas.
2.8. Conclusion
This chapter has given a backdrop of the STM’s context in which the 2017-22 IDP was developed.
It is evident that although progress is being made in areas such as access to basic services and
employment levels, there are areas where much still needs to be done. This includes reducing
poverty and the gap between the rich and poor as measured in the Gini-coefficient, improving the
health and education outcomes among others.
81 The Number One African City in Service Delivery, Innovation and Good Governance
CHAPTER 3: STRATEGIC CONTEXT
3.1. Introduction
This chapter maps the progress made by Steve Tshwete LM against the manifesto for government,
the 14 Outcomes, the National Development Plan and the Sustainable Development Goals. The
last part of the chapter provides the details of the Strategic Objectives that guide the development
of the STLM’s 2017/22 IDP.
3.2. Hierarchy of Plans informing Steve Tshwete’s delivery agenda
Figure 15: Hierarchy of Plans informing Steve Tshwete’s delivery agenda
National and Provincial Agenda Government priorities and focus areas are set at both a national and provincial level (NDP, MP Vision
2030 – MTSF)
Steve Tshwete Vision 2040 23 year long view of what the municipality holds about itself, what is should look like and the view
ablso incorporates a project pathway of outcomes, outputs, goals and targets that must be preiodicaly attained in order for the vision to be realised
Integrated Development Plan
Five-year plan linked to long-term goals i.e. breaking down STLM’s long-term objectives into five-year strategic planning
Semi-operational
Annual IDP review that outlines overview of planning for a specific year against high-level strategic plans outlined infive-year IDP and reports on progress against those high-level goals on an annual
basis
District Agenda District plans (SDF, IDP, and District Management Area/Land Use Guidelines
SDBIP and Business Plans Annual business planning by departments linked to achieving objectives outlined in the IDP.
82 The Number One African City in Service Delivery, Innovation and Good Governance
3.3. STLM Strategic Direction
Municipal vision
The number 1 African city (municipality) in service delivery, innovation and good governance
Mission
A legacy of excellence and achievements through achieving economic development and world class infrastructure. A resilient, sustainable and people centred municipality.
Core values
To always treat everyone with dignity and respect.
To perform our duties with integrity, honesty and diligence.
Resilience
Excellence in quality
People-centred
Municipal strategic goals
Four (4) strategic goals have been identified to drive the vision and mission of the Municipality:
1. Provision of sustainable and accessible basic services to all. 2. Provide a safe, healthy environment.
3. Promote economic growth and job creation. 4. Promote good governance, organizational development and financial sustainability.
3.4. Key Performance Areas, Strategic Goals, Strategic Objectives and Priority Issues
The inputs in the matrix are generally addressed in terms of the municipal priority issues herein
grouped under five Key Performance Areas, viz.
Table 10: Strategic goals and priority areas
KPA 1: Infrastructure Development and Service Delivery
Strategic Goal : Provision of sustainable and accessible basic services to all
STRATEGIC OBJECTIVE: 1. Plan, develop and maintain infrastructure and
facilities. 2. Provide safe and healthy environment for the
community. 3. strategic support on the implementation of
municipal programmes and projects
PRIORITY ISSUES/ FUNCTIONS Electricity, Roads and Stormwater drainages, Water, Sanitation, Municipal Buildings and Facilities , Fleet Management, Parks, Sport and Recreation Facilities, Cemeteries, Solid Waste Management, environmental management, PMU
KPA 2 : Spatial and Community Development Startegic Goal: Provide a safe, healthy environment
STRATEGIC OBJECTIVE: 1. Facilitate for the creation of a safe, secured,
informed and healthy environment for the community
2. Plan and develop integrated and sustainable human settlements and rural areas
3. Coordinate sustainable social livelihood through developmental programmes
PRIORITY ISSUES / FUNCTIONS
Licensing, Cultural services, Traffic Services, Safety
and Security, Human Settlements, Town planning,
Social Programmes, Emergency Services ,Youth
Development,
83 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 3: Local Economic Development Strategic Goal: Promote economic growth and job creation
STRATEGIC OBJECTIVE:
Facilitate investment and development of strategic
infrastructure to unlock growth and job creation
PRIORITY ISSUES / FUNCTIONS Local Economic Development and Job Creation, SMME Development , Economic Development (investment)
KPA 4: Municipal Institutional Development and Transformation
Strategic Goal: Promote good governance, organizational development and financial sustainability
STRATEGIC OBJECTIVE: 1. Develop and enhance human capital services
to maximize service delivery
2. Sustain good corporate governance through
effective and accountable clean administration
PRIORITY ISSUES / FUNCTIONS Human Capital, Labour Relations, EAP, HR Skills
Development, Recruitment and Retention
KPA 5: Financial Viability and Management Strategic Goal: Promote good governance, organizational development and financial sustainability
STRATEGIC OBJECTIVE: 1. To manage the finances of the municipality to
ensure financial viability 2. Continue with accountable and developmental
orientated monetary management to sustain a sound fiduciary position.
PRIORITY ISSUES / FUNCTIONS
Sound financial management ,Controls and
procedures,Revenue management ,Financial Reporting
,Financial Performance, Payroll Administration,
Property Valuation Services
KPA 6: Good governance and public participation
Strategic Goal : Promote Good Governance
STRATEGIC OBJECTIVE: 1. Sustain good corporate governance through
effective and accountable clean administration
2. Continuous respond and communicate with communities
3. Promote effective governance processes and planning
4. oversee the achievement of good governance through the implementation of council resolutions
PRIORITY ISSUES/ FUNCTIONS
information technology and Communication, Legal and
Administration, Communication, Ward Committees
Management ,Council General Public Participation,
Risk Management, Internal Audit, IDP, PMS, Events
Management, Customer care, Community halls; Office
of the Mayor,
3.5. Strategic intent
The Steve Tshwete Local Municipality (STLM) is a relatively well run municipality with a good service
delivery track record. Access to basic services are much higher compared to other municipalities in
the country. The people are more skilled but there are still unacceptably high levels of poverty and
inequality despite relatively lower levels of unemployment.
Notwithstanding this, the situation is fast changing due to the pressure of population growth coupled
with a younger age profile and the need to be continuously adaptive to changing economic
circumstances. More importantly, like all other municipalities in the country, the gap between the
formal and informal/micro/small economies which is often linked to the gap on more responsive
quality space making and integrated spatial development remains massive. Thus, perpetuating
fragmentation, poverty and inequality.
STLM finds itself currently at a juncture where it can continue performing as usual with slight
improvement along the way or it can aim for higher level of excellence by strategically
positioning the area more aggressively as a competitive spatially integrated investment
destination for long term sustainable growth and development.
84 The Number One African City in Service Delivery, Innovation and Good Governance
The Office of the Acting Municipal Manager took the initiative to introduce a framework to guide the
development of a longer-term strategic vision for the IDP as STLM embarks on the annual IDP
review process coupled with finalisation of a long-term development plan (2040 Growth and
Development Strategy). The long –term development strategy had to focus on two core pillars which
is the Economy and Spatial Transfromation.
The Acting Municipal Manager led a Strategic Mapping Workshop on 11 and 12 December 2017
where the crystallization of an implementation plan to position the municipality on a strategic path
was undertaken. The strategic intent focuses on two core pillars, namely the economy and spatial
transformation.
Fundamental to the analysis and visioning of these two pillars is the need to grow the economy and
close the gap on the growth of the area with the revitalisation of existing spaces (Rural areas,
Townships, Inner City) and planning of new nodes and settlements, through bulk infrastructure
investment and attracting private investments as well as effecting spatial transformation to bring
about urban renewal commencing with the new budget cycle in 2018/2019.
The Problem Statement
The local economy has a high dependence on the coal mining industry with little manufacturing and
scope for diversification. Coal like all other mining products is subjected to volatile commodity prices.
The closing down and scaling down of some of the power station operations has impacted on the
local economy. There are many associated environmental risks due to coal mining and coal power
stations. There is an over reliance on road for bulk material handling instead of rail.
There is a good proportion of the population in the economically active age grouping, which bodes
well for growing the economy. Four (4) out of 10 people have a matric, this points to a good base
for involvement in the economy. However, there is an increasing unemployment rate and the
numbers living in poverty is also on the increase. The official unemployment rate (narrow definition)
indicates that 1 in every 5 persons in the municipal area is unemployed. When considering the
youth, the situation is more acute as 1 out of every 3 youth are unemployed.
While there is sound administration and strong institutional capacity, there has been a general
deterioration in terms of household services. This core delivery programme is compounded by a
limited revenue base. There is a high level of in-migration which puts pressure on housing. The
average population growth rate is 4,4%, which indicate a demand for housing. There is lack of
technical know-how and financial capacity to implement human settlement projects.
The Economy This section considers the local economy and includes key issues for consideration as well as
exploring opportunities for future growth and development.
Mining
The coal mines in the area are the main employers of local labour. The mining operations supply
coal to Eskom for power generation. It is forecast that these mines have a lifespan of 25-35 years.
Thus, mining will continue to dominate the local economy.
It is however, necessary to begin to consider and plan for the resultant impact of downscaling and
the possible closure of mines and the possible decommissioning of power stations as this impacts
on the employment levels and capacity of residents to pay for services. If the local coal is not taken
85 The Number One African City in Service Delivery, Innovation and Good Governance
up by Eskom for power generation, then the municipality would need to consider whether there is
the necessary infrastructure in place for local coal to be exported to other markets.
Consideration must be made on the environmental impacts of mining especially the air pollution
arising from the current mining operations and the power generation stations. Of strategic
importance is rehabilitation plans for mining land, with the view to unlocking the value of land and
for planning the uses of land in the future post mining.
Innovative alternative solutions for the sustainable mining with the use of new and advance
technologies need to be discussed with mining houses. Intergovernmental relations need to focus
on the critical issues of power generation and coal mining as the mainstay of the local economy as
well as the beneficiation of by-products of coal mining to build up the value chain in manufacturing.
If not addressed timeously, the negative possibilities will impact on the revenue base of the
municipality as well as result in greater unemployment. There have already been retrenchments
with the closures of mines and power plants. In this respect, the Social and Labour Plans (SLPs) of
mines need to be linked more intrinsically to the overall growth and development of the municipal
area and ensure the re-skilling of workers for new economic activity.
Manufacturing
The only significant manufacturer is Columbus Steel, a manufacturer of stainless steel and the 2nd
biggest employer in the municipality. To diversify the economy, the value chain on manufacturing
arising from mining by-products needs to be explored for additional opportunities. If there are
opportunities, the following question must be answered - what is needed to support the emergence
of beneficiation activities within this sector noting the state and competitiveness of the global industry
and how can the current incentives for manufacturing be exploited? In conducting this feasibility
assessment, key elements of exploring new opportunities include unpacking beneficiation and
competitiveness issues. The feasibility should also consider whether there are other industries
linked to metal industry that could be tapped into as a “new” or niche markets within the STLM.
The existence of a steel incubation programme and the current skills base indicates an opportunity
to create a steel hub. A clustering approach based on diversification would be needed. To support
innovation the linking up of different economic activities both production and services to research
activities would be needed. This would have the potential to bring the manufacturing, education,
trade and service sectors into one consolidated umbrella. Currently, the metal sector has an
established programme in the University of Johannesburg on manufacturing research and
development. Links with this programme need to be established.
Agriculture & Rural Development
An updated land audit to identify the owners of land, the yield capacity and crop identification needs
to be conducted. This audit will provide a basis from which to explore other agricultural production
activities suitable for the land. Furthermore, a study needs to be undertaken to explore what potential
exists to create a value chain from production to manufacturing to services to ensure the
diversification of the local economy. The study should also focus on technology to assist production
as this will have an impact on job numbers and competitiveness of this sector in the medium to long
term.
Support to small or emerging farmers is an area that the municipality in partnership with the
provincial department of Rural Development and Agriculture could develop into a robust LED
programme.
86 The Number One African City in Service Delivery, Innovation and Good Governance
The possibility of the creation of a LED or private enterprise fund to support all emerging businesses
must be explored. It could further provide intelligence on access to markets and facilitate the
development of infrastructure to support small farmers such as a local produce market.
Cooperative approaches could be explored as a coordination point within the agricultural, and
mining sectors while building into fully fledged businesses. The municipality could provide certain
resources such as the leasing of land and some expert support in the form of bookkeeping and
administrative services.
Small Business Development & Township Economies
Local economic development must focus on facilitating the development of small businesses. While
it is good to support small and micro-enterprises operating in the informal economy so that they can
enter and survive in the formal economy, it is however of much greater importance to support more
mature and viable SMEs to upgrade their products, processes, and levels of quality, productivity
and innovation to enable them to integrate into local, national, and international value chains – to
become profitable, productive and performance-driven enterprises.
Small businesses help to drive economic growth, create employment, and are sources of innovation
and new ideas. Developing the small business sector in the formal sector by providing appropriate
support and a conducive environment for opportunity-driven entrepreneurs must therefore be a
policy and implementation priority.
To kick start this process, the “Township Economy” will be stimulated. This means that township
based enterprises, will be assisted and formalised to participate in the supply chain processes of
government. Youth constitutes a sizeable sector of the population and requires jobs in the future.
Thus, the long- term vision should prioritise skills development, especially entrepreneurial skills.
The establishment of an implementing agency to facilitate and develop a more inclusive economy
wherein entrants to the economy in manufacturing and services are encouraged, developed and
supported through a programme of active engagement and development. This agency should also
pursue the required research, strategic level engagements and implementation of strategic projects.
Various options should be assessed as to the best form such an entity could take. Such research
should consider questions of what entity form options are available, what would be the most effective
vehicle and what are the requirements in terms of feasibility and long term sustainability? The
implementing agent could be established with funding from the private sector based on a
memorandum of understanding and funding agreements. Or it could be based within the Chamber
of Business. Such an implementing agent would also develop and maintain a database with relevant
information on the economy, businesses and investors. It could manage a fund to support emerging
businesses in partnership with the private sector.
Attracting Investments
The film and animation industry, a part of the creative industries, can be attracted into the area given
that there is land available and young people who can be trained. This is an area of economic activity
to explore for the future growth and development.
Other areas for investment attraction include:
Maximising localisation benefits from the ongoing public infrastructure expansion
Accelerating land reform and growing the number of successful black farmers participating
effectively in the agricultural economy
87 The Number One African City in Service Delivery, Innovation and Good Governance
Growing the tourism sector
Supporting black-owned industrial firms
Leveraging local demand to link into global market supply chains
Implementing Special Economic Zones
Deepening trade and investment ties with other African countries and with other important
growth regions
The core role of the municipality is to create a conducive environment to attract investment and to
facilitate investment. An investment strategy which will enable the municipality to stay ahead of the
business curve needs to be developed.
Spatial Transformation
Key to transforming the space are:
Ensuring the balance between the natural and built environments
Developing vibrant living and movement spaces for people
Future demand and needs have implications on:
o space,
o densities
o movement capacities
o infrastructure carrying capacities and
o ecological carrying capacities to sustain human life
Ensuring connectivity to the wider regions
Generating and sustaining sufficient bulk water and power requirements
Integrating innovative means and technologies
Ensuring access and affordability to services
Decent housing in integrated neighbourhoods or mixed-use zones
The population is growing at a rapid rate, 4,4% per annum. There is an urgent need to meet the
demand for human settlements. This is an opportunity to crowd in public sector investment and
embark on an urban renewal programme. There is also a unique opportunity to attract private
developers and investors to partner with government to deliver integrated, missed incomed housing.
A strategic planning programme to map future spatial development with the review of the SDF will
take place. The identification new nodes of development must be supported in terms of the broader
municipal plan for bulk infrastructure development as well as prioritisation of spending on these
areas. With the provision of bulk infrastructure there could be the design financial models to attract
investment for infrastructure and development. Coupled to this will be the need to undertake
transportation planning and other such planning to accommodate the increase in population.
To kick start the spatial transformation programme and to effect urban renewal an immediate
programme to consider developing precincts within the City Centre and Mhluzi would be undertaken
with the view to attracting investment and achieving spatial transformation.
88 The Number One African City in Service Delivery, Innovation and Good Governance
CHAPTER 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
4.1. Introduction
The success of the municipal strategies depends on the effectiveness of governance structure and
processes. This is also realized through the existing cordial and productive relationship between the
administration, political structures and political office bearers of Council.
4.2. Public Participation
The Constitution stipulates that one of the objectives of municipalities is "to encourage the
involvement of communities and community organisations in the matters of local government".
The White Paper Local Government (WPLG) emphasises the issue of public participation (not only
in municipal planning). It provide details on how to achieve public participation and the role of local
government in the involvement of citizens in policy formulation and designing of municipal
programmes, as well as implementation and monitoring and evaluation of such programmes. Public
participation is meant to promote local democracy. Public participation in STLM is guided by the
Public participation strategy that was adopted by Council in 2013 under council resolution number
M09/03/2013.
4.2.1. Mechanisms and procedures for Stakeholder Participation
Print and Electronic media
The following is done to ensure widespread and conducive stakeholder participation:
Media such as the local newspaper, local radio stations, municipal bills etc are utilized to inform communities and stakeholders of Council’s intention to embark on the IDP process.
The Mayoral Committee and the IDP Technical Committee are requested to identify a list of possible stakeholders.
All messages/information are conveyed in a language/s understood by the general community.
The correct venues and times for public meetings are well communicated. Furthermore, the municipality ensures that meetings are held at such times that all stakeholders can attend.
Adequate time is allowed within limits to representatives of organizations to report back to their relevant organizations.
Adequate time is also allowed for the community and organizations to report back on the draft IDP document.
Stakeholders are invited to the relevant Council meeting and the approved IDP document
is made available at all public libraries within the municipal area of jurisdiction. In addition,
the IDP is also made available on the website of the municipality.
Community Consultation
On a regular basis, the municipality engages in to community consultation meetings in an endeavor
to:
Give feedback on progress in relation to the level of development;
Gather inputs from communities in relation to service delivery needs;
Disseminate information on the roles and responsibilities of the municipality.
89 The Number One African City in Service Delivery, Innovation and Good Governance
Mayoral Outreach
Mayoral outreach programme is regarded as another form of community consultation. In STLM at
least Six (6) Mayoral Outreach meetings are held per financial year. The schedule of these
consultation programmes will be reflected in the process plan. The main purpose of this consultation
is to ensure that the political principals get closer to the communities and afford members of the
community a chance to voice their needs. Hereunder are the set dates adopted by Council for all
mayoral outreaches that will take place in 2019:
Table 11: Scheduled Dates for the Mayoral Outreach Meetings for 2018
Month Mayoral Outreach Meetings January 2019
February 2019 24 February 2019
March 2019
April 2019 28 April 2019
May 2019
June 2019 23 June 2019
July 2019
August 2019 25 August 2019
September 2019
October 2019 27 October 2019
November 2019
December 2019 08 December 2019
Ward Committees and Community Development Workers
Within STLM there is a ward committee structure that is envisaged to narrow the gap between the
municipality and communities, since ward committees have the knowledge and understanding of
the citizens and communities they represent. In STLM, the council has 29 established Ward
Committees which act as advisory bodies to the Ward Councillors and are the mouth piece for the
local communities. Ward Committees are also seen as mechanisms to strengthen the capacity of
communities and thus deepen public participation. Every ward councilor must convene a ward
committee meeting and a ward community meeting within 14 days after every ordinary council
meeting. Administrative support is provided to the Ward Councillors and the ward committees to
ensure that these meetings are convened.
The municipality also utilises CDWs as another form of link in accessing communities in relation to
community development initiatives/programmes. Whilst the CDWs are regarded as the link between
government and the community, there are still communities especially the majority of people who
fall in the poorer segment of the population that are unable to access the full potential of the
municipality programmes.
The municipality has initiated a reporting system that is intended to monitor the work of the CDWs
and at the same time record identified community development needs. The CDWs are expected to
submit reports on a monthly basis reflecting on the activities of the month.
4.2.2. Communication and Stakeholder Liaison
The approach to government communication takes its cue from the constitutional imperative of
freedom of information and the objectives of building a truly democratic state.
90 The Number One African City in Service Delivery, Innovation and Good Governance
This requires government to maintain continued interaction with the people to be able to understand
their needs. This type of communication will enhance an informed and appropriate response to
people’s needs to enable the community to become active and conscious participants in social
transformation.
A fundamental need of government communication is to reach the majority of the population,
especially the disadvantaged and those previously marginalised from all forms and channels of
communication.
4.2.3. Communication platforms
Print and electronic media
Local newspapers and radio stations are being utilized to disseminate information and ensure
widespread and conducive stakeholder participation.
Web page on www.stlm.gov.za
The STLM website provide the community with easily accessible online information on service
delivery matters, services, programmes, upcoming events and promote the municipality’s corporate
image.
Local Communicators Forum
Quarterly engagement meetings with locally based Government Departments and parastatals are
held – Labour, SASSA, Cogta, Stats SA, Home Affairs, 4SAI Battalion, Eskom, etc.
Publications
The municipality’s marketing and communication publications- brochures, newsletters, reports,
magazines, newspapers – are based on the plans and goals of the municipality for a particular
financial year. They are based on public benefit or if the public requires specific information that is
best communicated through a publication.
Media briefings and interactions
Bi-monthly media briefings are held to communicate visible achievement of milestones on service
delivery which have a direct impact on the community.
Masakhane News
Masakhane news is an online and printed quarterly municipal newsletter that provides the
community with the latest information on municipal activities with specific focus on the
implementation of the Integrated Development Plan (IDP) and the budget.
Notice Board
Official notice boards are a utilized to deliver key messages to staff and members of the public at
low cost.
Premier's Hotline, Presidential Hotline
In his State of the Nation address on 3 June 2009, President Jacob Zuma stressed the importance
of a government that is responsive, interactive and effective. The Presidential Hotline was set up to
provide a mechanism to support this, by enabling citizens to report unresolved service delivery
problems. The principle that guides the Presidential Hotline is that every caller should be listened to
and their issue should be recorded and resolved if possible. In addition to the primary function of
91 The Number One African City in Service Delivery, Innovation and Good Governance
resolving problems, the Presidential Hotline provides valuable monitoring data and insights into the
concerns of citizens and the information collected is used to improve service delivery. The below
table reflects the municipality’s progress on dealing with the hotline complaints:
Over and above the external communication, improved communication and increase in the level of
inter-departmental and inter-municipal communication and cooperation is a critical success factor.
The Communications Department ensures that the citizens are at all times fully informed of
municipal activities and seeks to improve communication and increase the level of inter-department
and inter-municipal communication and cooperation.
4.3. Administration services
For the council to achieve its goal and objectives, it needs effective and efficient support services in
relation to committee service & support services. The administration service therefore is committed
to render and act as custodian of Council’s administration support services to the entire
administrative machinery.
The section will commit to do the following:
To continue compiling good quality reports to Council, Executive Mayoral Committee &
Council Committees, implement and facilitate the process of ensuring the passing &
executive of resolutions and ensure all Council activities are recorded and/or minuted.
Ensure more effective, accountable and clean local government that works together with
national and provincial government.
4.4. Legal services
The legal division intends to conduct legal audit on all legislation having an impact on the
municipality in the next financial year to be able to strictly monitor compliance each relevant
department and to be able to render the professional legal advice.
The unit commits to execute the following:
Ensure more effective, accountable and clean local government that works together with national and provincial government.
The Council Fraud Prevention Policy will be continuously updated and diligently implemented.
Service Standards for all municipal services will be compiled, published and applied as far possible.
The municipality has also developed the following registers:
Contract register – with the intention of properly following up on all the contracts and
monitoring compliance thereof.
Litigations register – with the intention to properly monitor the actions/progress by the
municipal lawyers on instructions on civil claims.
Municipal code & policy register – to keep record of all municipal by – laws & policies.
92 The Number One African City in Service Delivery, Innovation and Good Governance
4.5. Performance Management System (PMS) and Integrated Development Plan (IDP)
Planning in STLM is regarded as a vital tool to ensure the integration of municipal activities with
other sectors of development planning at different levels by serving as a basis for communication
and interaction. The IDP and PMS serve as the basis for engagement between the council and the
community, various stakeholders and interest groups. The municipality strives to remain a
participatory and accountable government to all by ensuring proper planning, utilization of resources
and performance management.
4.6. Risk management
Section 62(1) (c)(i) of the Municipal Finance Management Act compels the accounting officer to
establish and maintain, among others, a system of managing risks faced by the municipality. The
STLM has in place a system of risk management for the municipality to provide some assurance
that risks across all functions and levels, that may have an impact on the achievement of objectives,
are adequately and proactively anticipated and mitigated.
Risk Management processes are coordinated, supported and championed by the Risk Management
Department, led by the Chief Risk Officer. The governance model of operation of the STLM’s
systems of managing risk a decentralized one, wherein departments are responsible for performing
risk identification, evaluation, mitigation and reporting processes. STLM’s has in place a shared
service of Risk Management Committee and Audit Committee with the District Municipality. The
Risk Management Committee, which comprises of independent external members, is responsible
for overseeing the entire risk management system of the municipality. STLM’s Audit Committee also
supports the Risk Management Committee in its risk oversight role.
The effective management of risk is prioritised to ensure that business risks across the organisation
are identified and managed on an ongoing basis for the achievement of the municipality’s “the
number one African city in service delivery and good governance”. The risk categories have been
aligned to the strategic objectives in order to identify those risks that directly affect and/or impede
the municipality’s ability to achieve those strategic and business objectives.
During the risk assessment process, management took into account the following five (5) key
performance areas (KPAs):
KPA 1: Good Governance and Public Participation
KPA 2: Municipal Transformation and Organisational Development
KPA 3: Financial Viability
KPA 4: Local Economic Development
KPA 5: Service Delivery and Infrastructure Development
KPA 6: Spatial and Community Development
Risk management in the municipality is guided and monitored by various committees at Council and
administrative levels. These committees include the Executive Management Committee, Risk
Management Committee, and the Audit Committee. Additionally, the municipality appointed a Chief
Risk Officer as part of the reasonable steps taken to maintain an effective, efficient, and transparent
system of financial and general risk management.
Council has adopted the Risk Management Policy, Risk Management Strategy, Risk implementation
Plan and Risk registers (strategic and operational) that enable management to proactively identify
93 The Number One African City in Service Delivery, Innovation and Good Governance
and respond appropriately to all significant risks that could impact business objectives. In line with
the approved Risk Management Policy and Risk Management Strategy, a top-down approach has
been adopted in developing the risk profiles of the organisation. The results of the strategic and
operational assessments were used to compile a risk register.
The top seven risks identified in the municipality are as follows:
Water Supply shout down and disruption
Electricity Shut down and disruption
Over reliance on a single economic sector (mining Sector)
Obsolete, inadequate ICT infrastructure and human capacity
Financial Sustainability
Poor water quality
Non-adherence to applicable legislation, regulations, norms and standards and by-laws
4.7. Internal Audit
Internal Audit Function provide an independent, objective Assurance and Consulting Services that
add value and improve the municipality’s operations. The Function assist the Municipality to
accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve
the effectiveness of risk management, control and governance processes. The Function evaluate
risk exposures relating to the Municipality’s governance, operations, and information systems
regarding the:
Reliability and integrity of financial and operational information;
Effectiveness and efficiency of operations;
Safeguarding of assets; and
Compliance with laws, regulations, and contracts.
The function comprises of Chief Audit Executive, Senior Internal Auditors and co-sourced Internal
Audit Services Providers and it has been established in line with following legislations:
Municipal Finance Management Act No. 56 of 2003 section 165;
Internal Audit Framework (IAF) National Treasury Republic of South Africa March 2009
(2nd Edition) section 3;
International Standards for the Professional Practice Standards effective January 2017;
and
King III and IV Code Governance Reports.
The following policies and procedures have been approved by the shared Audit Committee:
Internal Audit Charter;
Internal Audit Methodology;
Three year rolling and Annual Internal Audit Plan; and
Combined Assurance Framework
94 The Number One African City in Service Delivery, Innovation and Good Governance
4.8. Information Communication and Technology
To ensure that the information technology infrastructure resources are available, operational and
save at all times to support the Municipality in rendering its mandate which is service delivery. The
ongoing research on the new technology is done align the Municipality with the rest of the industry.
The department strives for the protection of the Municipality’s information assets from internal and
external information security threats, the security of the networks, data and communications,
expansion of the wireless networks in the rest of the Municipality and ensure that reliable fibre
channel are installed where necessary. The remote offices are linked to the upgraded Cisco Internet
Protocol Telephony which in turn enables officials to communication via telephone extension without
paying any cost to Telkom. The plan is to increase the clear two way radio, data radios and fibre
coverage in the rest of the MP313.
4.9. Customer care
Access to decent Customer Care is no longer a privilege to be enjoyed by a few, it is now the rightful
expectation of all citizens. The municipality want to turn words into action and to ensure that the
needs of the community come first and be satisfied. The community need to view and experience
Customer Care in an entirely new way.
It is an initiative that aims to ensure that municipal employees are service orientated, strive for
excellence in service delivery and commit themselves to continuous improvement in this regard.
Steve Tshwete Local Municipality is accountable to our community for the level of service we render.
We constantly have to ask ourselves:
Do we deliver the service standard that we promised?
Do all citizens have equal access to services that they are entitled to?
Do we always treat all citizens with courtesy, dignity and respect?
Are we open and transparent about how we work?
Do we ensure value for money?
Are we having a positive impact on our customers?
95 The Number One African City in Service Delivery, Innovation and Good Governance
4.10. Strategies, Objectives and Projects
Communication and Stakeholders Liaison
Public participation
Strategic Objectives: Continuous respond and communicate with communities
Performance Objectives Strategies Possible Project/ Activities
Enhance communications
platforms for active public
participation in council
matters
Provide feedback to community
Encourage long term planning
- Report be submitted on matters
raised by ward committees.
- Review of the community
participation strategy and ward
committee policy
Provide effective administrative
support.
- Provide pro-forma agendas to
ward committees.
Capacitate Ward Committee
Members.
Strengthen relations with
recognized stakeholders.
- Coordinate training programs for
ward committee members.
- Develop annual Mayoral
Outreach schedule, IDP
consultations ward committee
and community meetings.
To equip the organization in
order to enhance service
delivery
Tools of trade - Mayoral Outreach Trailer
equipped with sound system,
stage and generator for
community participations and
council events
- Office furniture and equipment
Communications Marketing, Branding and Media Releases
Strategic Objectives: Continuous respond and communicate with communities
Performance Objectives Strategies Possible Project/ Activities
Strengthening communication
internally and externally
Encourage long term planning
Implement programmes as per the
approved communication strategy
Capacity building on
communication and media
relations
- Develop a five year
communication strategy to be
reviewed annually
- Produce internal and external
newsletters.
- Hosting media briefings
- Communicating through
electronic, print, and social
media.
- Conduct media and
communication workshop for
councillors and management
Market and maintain the
brand image of the
municipality
Encourage long term planning - Develop a five year marketing
strategy to be reviewed
annually.
To equip the organization in
order to enhance service
delivery
Tools of trade - Purchasing of camera and video
kits
96 The Number One African City in Service Delivery, Innovation and Good Governance
Performance Management System
Strategic objective: Promote effective governance processes and planning
Performance Objectives Strategies Possible Projects/Activities
Evaluation of projects and
programmes of Council
To promote performance
measurement and reporting.
Lobby for the development of a fully
fleshed research function within the
DSS department
Comply with the relevant PMS
Legislations and the Municipal PMS
framework.
- Creation of fully staffed
Research Unit
- Conduct impact studies on
projects implemented by the
municipality
- Develop a municipal
performance plan (Corporate)
- Develop Managers
Performance Agreements and
Plans.
- Develop annual and quarterly
reports.
- Cascade Performance
Management System.
Customer care
Strategic Objectives: Sustain good corporate governance through effective and accountable clean
administration
Performance Objectives Strategies Possible Project/ Activities
Utilise council’s community
facilities to generate income
Facilitate Booking of halls - Revise existing policy
- Upgrade the existing booking
system
Promote customer care Instill principles of batho pele
Create Batho Pele culture
- Develop a customer care policy
- Training of staff on Batho Pele
Principle
- Revise current service chatters
and standards
- Purchase complaints kiosk for
all municipal offices
- Conduct satisfaction annual
survey
Events Management
Strategic Objectives: Sustain good corporate governance through effective and accountable clean
administration
Performance Objectives Strategies Possible Project/ Activities
Promote council’s image
through proper events
management
To ensure proper
coordination of all municipal
events
Proper coordination of all
municipal events
- Revise current events
management policy
- Develop annual events
calender.
- To develop a stakeholder
database.
97 The Number One African City in Service Delivery, Innovation and Good Governance
Conduct public participation on
performance
- Annually report on performance
during IDP review sessions
Capacity building for Senior
Managers
- Conduct workshops and
training on PMS for Senior
Managers.
To equip the organization in
order to enhance service
delivery
Tools of trade - Furniture and equipment
Integrated Development Planning
Strategic Objective: Promote effective governance processes and planning
Performance Objectives Strategies Proposed projects
To guide and informs the
municipal planning, budget,
management and
development actions
Development and revision of
Council’s Integrated Development
Plan.
- Develop and implement the IDP
process plan
- Drafting of the IDP document
Facilitate the Prioritisation of project
and programme from the IDP in the
municipal budget and PMS process
- Departmental strategic
makgotla
Develop, strengthen and
maintain relationships with
relevant stakeholders or
role players and other
implementing agents
Ensure that internal departments are
implanting projects as set out in the
IDP
- Project steering committee
meeting
Coordinate various meetings with
the community, sector departments
and private sector on the
development, implementation and
performance of the IDP
- Community consultations
- IDP Representative forum
- IDP Technical steering
committee
- Stakeholder meetings
Internal Audit
Strategic Objectives: Promote effective governance processes and planning
Performance Objectives Strategies Possible Project/ Activities
To develop and review
internal audit policies and
procedures to guide and
regulate the internal audit
function.
Benchmark current developments
of the audit profession and update
policies and procedures.
- Review Internal Audit Charter
- Review Combined Assurance
Framework
- Review Internal Audit
Methodology
To examine evidence for
provision of an independent
assessment on governance,
risk management and control
processes of the municipality
(Assurance Services).
Evaluate compliance with
applicable laws, regulations,
legislations and the effectiveness
of the accounting, financial and
related controls
- Perform Regularity Audits
- Perform Compliance Audit
- Perform Financial Discipline
Audit
Evaluate the performance
management system and
information.
- Conduct Performance Audits
- Perform audit of performance
information
Evaluate ICT governance, general
and application controls.
- Perform Information
Communication Systems Audit
98 The Number One African City in Service Delivery, Innovation and Good Governance
To provide advisory and
related service activities and
recommend improvement to
municipality’s’ governance,
risk management and control
processes (Consulting
Services).
Review and recommend
improvement on governance, risk
management and controls of any
process and operation.
- Investigations/ Ad hoc
management request
- Facilitate and coordinate Audit
Committee Activities
- Facilitate and coordinate
Technical Committee activities
- Training and Development
Program.
- Annual Maintenance of audit
software.
- Monitor implementation of
internal and external audit
findings.
Risk Management
Strategic Objectives: Promote effective governance processes and planning
Performance Objectives Strategies Possible Project/ Activities
To facilitate the risk
management processes
Coordinate risk management processes Ensure Enterprise-wide business continuity
- Develop Risk Management strategy and implementation plan
- Review the strategic risk management report
- Review of the operational risk management report
- Review of the risk management policy
- Review the fraud prevention plan/ policy
- Facilitation of the risk management committee meetings
- Quarterly reports on risk mitigations
- Facilitate the development of risk tolerance and appetite model
- Facilitate the development and monitor the implementation of the enterprise-wide business Continuity plan
Capacity building - Coordinate trainings on risk
management
99 The Number One African City in Service Delivery, Innovation and Good Governance
Legal and Administration
Strategic Objectives: Sustain good corporate governance through effective and accountable
clean administration
Performance Objectives Strategies Possible Project/ Activities
Promoting institutional
efficiency
Render effective secretariat
services
Render effective records and
contract management services,
etc.
Provide management and council
services
Provide administrative support
services for governance structure
Legal and governance services
Council information management
service
- Compile an annual schedule for
council and council committee
meetings.
- Review council’s file plan on an
annual basis.
- Conduct regular inspections to
adhere to relevant regulations
and policies.
- Monitor legal compliance by
means of a legal compliance
register.
To equip the organization in
order to enhance service
delivery
Tools of trade - Furniture and equipment
- Vehicle
Property Valuations Services
Strategic Objectives: Continue with accountable and developmental orientated monetary
management to sustain a sound fiduciary position.
Performance Objectives Strategies Possible Project/ Activities
Provide a fair and equitable
basis for rating of properties
Provide general valuation
services to council
Promoting development
through alienation of council
owned land
Provide values for all properties
Implement Special Development
framework proposals
Analysis possible alienation in
terms of the SDF
- Compile general valuation roll
- Compile annual
supplementary valuation rolls
- Aerial photos, Pictometry and
oblique imagery
- Conduct Adhoc valuations
- Implement council’s
resolutions on land
development
- Policy proposals
To equip the organization in
order to enhance service
delivery
Tools of trade - Camera
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Information, Communication and Technology
Strategic Objectives: Sustain good corporate governance through effective and accountable clean administration
Performance Objectives Strategies Possible Project/ Activities
Upgrading of the ICT network infrastructure and software assets. Maintain ICT Operations Continuity. Provision of enough storage capacity, connection capacity and ICT systems availability.
Provide ICT Equipment. Improve ICT infrastructure, Interconnections and VOIP. To continuously review business continuity plan Upgrading of software as required.
- Procurement of additional and replacement of VOIP phones and equipment.
- Airdown blowers - Backbone infrastructure and
VOIP - Procurement of virtual call
manager.
- Testing of DRP. - Procurement of SAN for
increasing electronic information storage capacity.
- Establishment of tertiary disaster recovery site.
- Roll out of optic fibre for broadband access and speed.
- Procurement of ICT equipment 2 way radios and new server and computer system
- Procurement of ICT tools (watt meter, volt meters, ladders, range set, etc.)
- Procurement of memory.
To ensure ICT equipment and services are provided
- Reviewal of firewall configurations, antivirus and antispyware on emails.
- Security upgraded server rooms.
- Continuously upgrade Internet & email facilities.
- Adoption of CGICTPF.
- Approval of ICT Policies.
- Development of a replication site or enter into a hosted services contract.
Avail necessary communication tools.
- Maintain regular updates and availability.
To equip the organization in
order to enhance service
delivery
Tools of trade - Radio communication links
and towers to increase
connection speed.
- Printers, laptops, furniture and
office equipment, scanners,
projectors and screens, UPS
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Office of the Executive Mayor
Strategic Objectives: Maintain good governance and accountability of council
Performance Objectives Strategies Possible Project/ Activities
Provide oversight
Ensure service delivery
Ensuring political stability
internal and outside of council
Oversee the implementation of
council’s policies
Administrative support
- Administrative reports
- Develop calendar of events
for the political leadership
- Coordination of mayor’s
activities
- Functionality of Troika
- Council’s whips reports
To equip the organization in
order to enhance service
delivery
Tools of trade - Furniture and equipment
- Executive Support Vehicle
- Speaker’s vehicle
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4.11. 2019/20 Capial Projects
KPA 6: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Strategic goal: Promote Good Governance
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Administrative and Corporate Support
Administrative and Corporate Support: (120) Corporate and Administration Services
P1000155 Furniture and Office Equipment: P1000155-Furniture & office equipment (120/...)
Administrative or Head Office (Including Satellite Offices)
P1000155-Replace Furniture & Office Equipment (120/...)
10 000.00 9 996.00 10 000.00 Transfer from Operational Revenue
Administrative and Corporate Support
Administrative and Corporate Support: (120) Corporate and Administration Services
P1000118 Furniture and Office Equipment: P1000118 Bulk filing cabinets (120/...)
Administrative or Head Office (Including Satellite Offices)
P1000118-Bulk Filing Cabinets (120/...)
200 000.00 200 004.00 200 004.00 Transfer from Operational Revenue
Governance Function
Governance Function: (108) Internal Audit
P1200006 Furniture and Office Equipment: P1200006-Furniture & office equipment (108/...)
Administrative or Head Office (Including Satellite Offices)
P1200006-Replace Furniture & Equipment (108/...)
40 000.00 - - Transfer from Operational Revenue
Information Technology
Information Technology: (122) Information Technology
P0008003 Computer Equipment: P0008003-Server new IT systems (122/...)
Administrative or Head Office (Including Satellite Offices)
P0008003-Server New IT Systems (122/...)
- - 600 000.00 Capital Replacement Reserve
Information Technology
Information Technology: (122) Information Technology
P0008157 Computer Equipment: P0008157-Communication to external facilities (122/...)
Whole of the Municipality
P0008157-Communication To External Facilities (122/...)
- 249 996.00 249 996.00 Capital Replacement Reserve
Information Technology
Information Technology: (122) Information Technology
P1000193 Computer Equipment: P1000193-Projector & screen (122/...)
Whole of the Municipality
P1000193-Projector & Screen (122/...)
15 000.00 - - Transfer from Operational Revenue
Information Technology
Information Technology: (122) Information Technology
P1100042 Furniture and Office Equipment: P1100042-Replace furniture & office equipment (122/...)
Administrative or Head Office (Including Satellite Offices)
P1100042-Replace Furniture & Office Equipment (122/...)
15 000.00 9 996.00 9 996.00 Transfer from Operational Revenue
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KPA 6: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Strategic goal: Promote Good Governance
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Information Technology
Information Technology: (122) Information Technology
P1200014 Machinery and Equipment: P1200014 Instruments & tools for ICT (122/...)
Administrative or Head Office (Including Satellite Offices)
P1200014-Instruments & Tools for ICT (122/...)
15 000.00 15 000.00 15 000.00 Transfer from Operational Revenue
Information Technology
Information Technology: (122) Information Technology
P0008199 Computer Equipment: P0008199-Scanners (122/...)
Whole of the Municipality
P0008199-Scanners (122/...) 90 000.00 30 300.00 35 004.00 Transfer from Operational Revenue
Information Technology
Information Technology: (122) Information Technology
P1200019 Machinery and Equipment: P1200019-Replace two way radios (122/...)
Administrative or Head Office (Including Satellite Offices)
P1200019-Replace 2 Way Radios (122/...)
100 000.00 80 004.00 80 004.00 Transfer from Operational Revenue
Information Technology
Information Technology: (122) Information Technology
P0008198 Computer Equipment: P0008198-Printers (122/...)
Administrative or Head Office (Including Satellite Offices)
P0008198-Renewal Printers (122/...)
125 000.00 60 000.00 60 000.00 Transfer from Operational Revenue
Information Technology
Information Technology: (122) Information Technology
P2000094 Pressure Sealer: 122 Administrative or Head Office (Including Satellite Offices)
P2000094: Pressuer Sealer:122
160 000.00 - - Transfer from Operational Revenue
Information Technology
Information Technology: (122) Information Technology
P1900043 Computer Equipment: P0007526-UPS (122/...)
Whole of the Municipality
P1900043 Computer Equip UPS (122/...)
210 000.00 219 996.00 80 004.00 Transfer from Operational Revenue
Information Technology
Information Technology: (122) Information Technology
P2000097 Replace Projectors at Banquet Hall:122
Whole of the Municipality
P2000097: Replace Projectors at Banquet Hall:122
420 000.00 - - Transfer from Operational Revenue
Information Technology
Information Technology: (122) Information Technology
P2000095 High Mast Tower: 122 Whole of the Municipality
P2000095: High Mast Tower: 122
450 000.00 - - Transfer from Operational Revenue
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KPA 6: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Strategic goal: Promote Good Governance
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Information Technology
Information Technology: (122) Information Technology
P2000104 Communication To External Facilities: 122
Whole of the Municipality
P2000104: Communication To External Facilities: 122
550 000.00 - - Capital Replacement Reserve
Information Technology
Information Technology: (122) Information Technology
P1900102 P1900102 Fibre connection: 122
Whole of the Municipality
P1900102: Fibre connection: 122
700 000.00 - - Capital Replacement Reserve
Information Technology
Information Technology: (122) Information Technology
P2000099 All inclusive Monitoring and Reporting system: 122
Whole of the Municipality
P2000099: All inclusive Monitoring and Reporting system: 122
1 000 000.00 5 000 004.00 - Capital Replacement Reserve
Information Technology
Information Technology: (122) Information Technology
P0008197 Computer Equipment: P0008197-Computer systems (122/...)
Administrative or Head Office (Including Satellite Offices)
P0008197-Computer Systems (122/...)
1 130 000.00 780 000.00 1 029 996.00 Transfer from Operational Revenue
Information Technology
Information Technology: (122) Information Technology
P2000098 Replace Audio Visual equipment:122
Administrative or Head Office (Including Satellite Offices)
P2000098: Replace Audio Visual equipment:122
1 200 000.00 - - Capital Replacement Reserve
Information Technology
Information Technology: (122) Information Technology
P2000096 Corporate and Guest Wireless LAN internal: 122
Whole of the Municipality
P2000096: Corporate and Guest Wireless LAN internal: 122
2 500 000.00 - - Capital Replacement Reserve
Information Technology
Information Technology: (122) Information Technology
P1900056 P1900056 Detection and Network vulranbility system: 122
Whole of the Municipality
P1900056 Detection & Network Vulreability System : 122
2 660 000.00 - - Capital Replacement Reserve
Information Technology
Information Technology: (122) Information Technology
P1900111 24 Hour Control Room System: 122
Whole of the Municipality
P1900111: 24 Hour Control Room System: 122
3 000 000.00 - - Capital Replacement Reserve
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KPA 6: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Strategic goal: Promote Good Governance
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Information Technology
Information Technology: (122) Information Technology
P0000001 Computer Equipment: P0000001-Backbone infrastucture & VOIP (122/...)
Whole of the Municipality
P0000001-Backbone Infrastructure & VOIP (122/...)
11 950 000.00 - - Capital Replacement Reserve
Marketing Customer Relations Publicity and Media Co-ordination
Marketing Customer Relations Publicity and Media Co-ordination: (121) Publicity and Communications
P1400126 Furniture and Office Equipment: P1400126 Camera Kit (121/...)
Whole of the Municipality
P1400126 Camera Kit (121/...)
22 000.00 - - Transfer from Operational Revenue
Municipal Manager Town Secretary and Chief Executive
Municipal Manager Town Secretary and Chief Executive: (110) Municipal Manager
P1200007 Furniture and Office Equipment: P1200007 Furniture & office equipment (110/...)
Administrative or Head Office (Including Satellite Offices)
P1200007-Furniture & Office Equipment (110/...)
25 000.00 - - Transfer from Operational Revenue
Municipal Manager Town Secretary and Chief Executive
Municipal Manager Town Secretary and Chief Executive: (112) Executive Director Infrastructure Services
P2000029 Replace office furniture & equipment: 112
Whole of the Municipality
P2000029: Replace furniture &office equipment: 112
30 000.00 - - Transfer from Operational Revenue
Municipal Manager Town Secretary and Chief Executive
Municipal Manager Town Secretary and Chief Executive: (113) Executive Director Corporate Services
P2000018 Replace Office Furniture & Equipment: 113
Administrative or Head Office (Including Satellite Offices)
P2000018: Replace furniture and equipment: 113
20 000.00 - - Transfer from Operational Revenue
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CHAPTER 5: MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
5.1. Introduction
This chapter articulates the broad institutional framework of Steve Tshwete LM as well as its
governance model.
5.2. Political Structure
The political structure of Steve Tshwete Local Municipality is comprised of the Executive Mayoral
System that is structured as follows:
Executive Mayor;
Speaker
Chief Whip
Mayoral Committee;
The municipal council consists of 58 councillors i.e. 29 ward councillors and 29 proportional
councilors.
The municipality has established committees in terms of Section 79 and 80 of the Municipal
Structure Act as well as MFMA Section 166.
Figure 16: Political Governance Structure
Executive Mayor
Section 79: Political Monitoring
Committees
Corporate and Support Services
Financial Services
Infrastructure Development
Services
Spatial Development & Human
Settlement
Community Safety
Arts, Culture & Environmental
Health
Section 80: Portfolio Committee
Corporate and Support Services
Financial Services
Infrastructure Development
Services
Spatial Development & Human
Settlement
Community Safety
Arts, Culture & Environmental
Health
58 Council Members
Members of MayoralCommittee
Speaker Chief Whip
107 The Number One African City in Service Delivery, Innovation and Good Governance
EXECUTIVE DIRECTOR
INFRASTRUCTURE SERVICES
DIRECTOR: ENVIRONMENTAL AND WASTE MANAGEMENT Renders environmental and solid waste management services to ensure a clean and healthy environment DIRECTOR: PUBLIC SAFETY Manages and coordinates traffic, security, law enforcement, licensing and emergency services to ensure a safe and secure environment Deputy Director Positions are: DEPUTY DIRECTOR: TRAFFIC SERVICES DEPUTY DIRECTOR: LICENSING SERVICES DEPUTY DIRECTOR: EMERGENCY SERVICES Assistant Director Positions: Library Services Human Settlements (Housing Service)
DIRECTOR: CIVIL ENGINEERTING SERVICES Manages the provisioning and maintenance of affordable and sustainable civil engineering Services DIRECTOR: PLANNING AND HUMAN SETTLEMENT Ensures the provisioning of effective spatial planning services, regulation of building control activities and integrated human settlement services DIRECTOR: PARKS AND CEMETERY FACILITIES Provides sports facilities and green development services DIRECTOR: ELECTRICAL ENGINEERING SERVICES Manages the provisioning and maintenance of electrical engineering services Deputy Director Positions are: Deputy Director Civil Engineering Services Deputy Director Roads and Stormwater Deputy Director: Project Management Assistant Director Positions are: Buildings and Facilities Management Town Planning Parks and Cemetery Facilities Water Conservation & Demand Management Water and Wastewater Networks Water and Sewer Networks Roads and Stormwater Electrical Planning and Design Electrical Customer Services & Connections Electrical Substation Automation
DIRECTOR: LEGAL AND ADMINISTRATION Provides legal and administrative support services to the institution to facilitate proficient administrative practices and procedures. DIRECTOR: HUMAN RESOURCES MANAGEMENT Renders HR management and support services to the municipality that will sustain the optimum utilization of the municipality DIRECTOR: PROPERTY AND VALUATION SERVICES Administers property valuations and manage property alienations in accordance with legislative prescripts Assistant Director Positions are: Communications
Stakeholder Liaison
Customer Care
Legal Services
Administration
Properties
Human Resources Development
Human Resources Administration
EXECUTIVE DIRECTOR CORPORATE SERVICES
Chief Audit Executive Chief Risk Officer
EXECUTIVE DIRECTOR
COMMUNITY SERVICES
EXECUTIVE DIRECTOR FINANCE
(CFO)
Deputy Director: Office of the Executive Mayor/Speaker/Council Whip Assistant Director: Admin Support Assistant Director: Special Assistant Director: Youth Development Programmes Assistant Director: Youth Development
DIRECTOR: DEVELOPMENT AND STRATEGIC SUPPORT
MUNICIPAL MANAGER
DIRECTOR FINANCIAL SERVICES: Deputy Director: Financial Statements and assets Assistant Director Positions: Budget and Reporting: To ensure compliance with budget and reporting regulations; expenditure are well managed to prevent unauthorised, wasteful and fruitless and irregular expenditure; extend service delivery to the community; efficient, effective cash flow management Financial statements and assets: manage, control and maintain all assets of the municipality and ensure clean and effective financial governance and compliance with accounting standards SCM: streamline and maintain supply chain management processes to fully comply with legislative procurement framework. Expenditure and Salaries: responsible for expenditure; processing of payment; salaries Revenue: responsible for consumer relations; credit control; property rates DIRECTOR: FLEET MANAGEMENT manages the provisioning and maintenance of municipal vehicle fleet.
Assistant Director: Fleet Management
Assistant Director: LED Assistant Director: PMS Assistant Director: IDP
Chief Information
Officer
DIRECTOR:
OPERATIONS
5.3. 2017/22 Approved Executive and Organisational Structure
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5.4. Human Resource and Performance Management
In order for the municipal to deliver on its vision of being the leading community driven municipality
in the provision of sustainable services and development programme, much emphasis is put on
recruitment, staff retention and skills development and training. The municipality developed a
Human Resource Strategy adopted by Council in 2012 to guide the municipality in implementing
human resource related matters.
Recruitment, Training and Development
In order to recruit, develop and retain critical and scarce skills, the municipality has developed the
following policies: Recruitment Policy, Training and Development Policy, Retention and Succession
Planning Policy.
(i) Staff Component and Appointments
The staff complement of the municipality as of 28 February 2019 stands at 1613 posts. About 1447
posts were field and only 166 were vacant. Appointments that were made since then, have taken
into consideration implementation of the Employment Equity Act 55, 1998.
(ii) Skills Development
Steve Tshwete Local Municipality recognizes the value of investing in its workforce through the
implementation of a carefully planned training and development initiatives and activities. A skills
audit was conducted to determine the kind of skills that employees regard as important for their own
skills development needs. A Workplace Skills Plan is compiled and implemented annually to provide
training on general skills development needs which focus on the organization as a whole and
submitted to the Department of Labour.
Skills development is aimed at benefiting all employees but, has to at the same time ensure that
significant progress is made in advancing the development interests of designated groups in line
with Employment Equity targets. The interpersonal and people management skills of senior and
middle managers will continue to be improved through training with the assistance of the LGSETA
and relevant other technical SETA’s.
The other kind of skills development needs focus on specific skills needed in specific departments
within the organization. In this instance the Departmental Head identifies the kind of training needs
that is important for specific employees in terms of law and informs the Human Resources
Department accordingly i.e. refresher training with regard to technical skills; professional courses
etc. Priorities are considered to determine the most critical skills development needs before training
can be arranged within the limits of budgetary provisions.
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2018/19 Training Report
Occupational Levels Females Males PWD Total
A C I W A C I W
Legislators 9 9 18
Managers 11 4 2 17
Professionals 6 1 2 8 17
Technicians and Trade Workers 4 1 1 16 22
Community and Personal Service Workers 8 13 21
Clerical and Administrative Workers 26 2 5 7 40
Sales and Service Workers 37 2 1 25 1 66
Machinery Operators and Drivers 10 10
Elementary Occupations 9 70 1 80
TOTAL PERMANENT 110 4 3 8 162 1 3 291
Temporary employees
GRAND TOTAL
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2019/20 Planned Trainings and Budget Estimates
NUMBER OF
PEOPLE TO BE
TRAINED
TYPES OF TRAININGS BUDGET
(Estimate)
ACTUAL
EXPENDITURE
SOURCE OF
FUNDING
424 Municipal Financial
Management Programme
(MFMP), Advanced Microsoft
Excel, Recruitment and selection
110489, Municipal Governance,
Customer Service Management,
Management Development
Programme, Management &
Project Management, Microsoft
Excel Intermediate, Advanced
Report Writing, National
Certificate: Project management
58395, Business Psychology &
Human Behavour, Grade F & L,
COBIT, Certified Energy
Manager, Miniapps, Substation
Maintenance, ISO 9001, Basic
Electricity, Pollution &
Environment Management
Inspection, Finance for non-
financial managers, Records &
Archives Management, Disposal
Management, Hazmat
Technician, Pump operator, Fire
Officer 1, Certified Data
protection, Front End Loader,
TLB, Basic Auto Electrical,
Leadership Development, CLDP,
General Education & Training
Certificate: Horticulture 66589,
Plumbing Trade Test, FETC:
Plumbing 91782, Fitting &
Turning, Water Quality
Monitoring, Measure & Interpret
Chlorine dosage 254097, FETC:
Water waste treatment process
control supervision 61709,
Laboratory Practice, Water &
Waste water Treatment, Supply
Chain Management, Waste &
Recycle, Pipe laying, Bricklaying,
Patching of Potholes, Rural &
Regional Design, Certificate:
Middle Management
Development Programme
67189, Examiner of Drivers
License & Motor Vehicle, NSC
R2,400,000.00 Municipal Budget;
111 The Number One African City in Service Delivery, Innovation and Good Governance
(iv) Employment Equity
The Municipality with continue with the transformation process until our environment and the
administration fully reflects our current demography through its Employment Equity plan 2013/2018
that was adopted by Council in May 2009, resolution number M34/05/2009. The municipality
updated its Employment Equity plan to be 2013/2018 in the 2016/17 financial year. Table below
indicates the demographic profile of Steve Tshwete Municipality as aligned to the Statistic South
Africa, expressed in percentages.
Table 12: Race and Gender Profile
GROUP MALE FEMALE TOTAL %
Black 61.1% 31.34% 92.4
Colored 0.8% 1.6 % 2.4
Asian 0% 0.3% 0.3
White 2.25 % 2.61% 4.9
Total 64.15% 35.85 % 100
Table 13: Equity Targets and Status Quo at the Three Highest Levels in the Municipality for the Period of 2018-2021
LEVEL 0-3
DESIGNATED GROUPS TARGET STATUS QUO
Black 45 46
Women 20 17
Disabled 2 1
ORGANISATIONAL LEVEL
Black 1350 1388
Women 636 524
Disabled 25 25
The table below indicates the current workforce profile according to the various occupational levels:
112 The Number One African City in Service Delivery, Innovation and Good Governance
Table 14: Employment Equity Plan/Status Quo Report
Occupational Levels Male Female
Total A C I W A C I W
Target Status
Quo Target
Status
Quo Target
Status
Quo Target
Status
Quo Target
Status
Quo Target
Status
Quo Target
Status
Quo Target
Status
Quo Target
Status
Quo
Top management 2 2 0 0 0 0 0 0 1 1 0 0 1 0 0 1 4 4
Senior management 20 27 1 1 1 0 2 5 17 12 0 0 1 0 1 3 43 48
Professionally qualified
and experienced
specialists and mid-
management
40 32 2 2 1 0 4 6 31 25 4 3 1 1 3 7 86 86
Skilled technical and
academically qualified
workers, junior
management,
supervisors, foremen,
and superintendents
165 184 3 2 2 0 18 16 132 119 2 4 2 3 11 12 335 340
Semi-skilled and
discretionary decision
making
150 128 4 3 4 0 17 3 125 137 2 12 2 2 10 8 314 293
Unskilled and defined
decision making 340 486 3 2 2 0 35 1 280 157 4 2 4 0 1 3 669 651
TOTAL PERMANENT 717 859 13 10 10 0 76 31 586 451 13 21 11 6 26 34 1452 1422
Temporary employees
GRAND TOTAL 717 859 13 10 10 0 76 31 586 451 13 21 11 6 26 34 1452 1422
113 The Number One African City in Service Delivery, Innovation and Good Governance
5.5. Strategies, Objectives and Projects
Human Capital Management
Strategic Objectives: Develop and enhance human capital services to maximize service delivery
Performance Objectives Strategies Possible Project/ Activities
Provision of transformation, training and human capital management services
Capacitate employees in line the WSP Promote the Wellbeing of staff Effective and feasible organisational structure Attract and retain competent workforce Maintain a safe and healthy working environment Continue to maintain a healthy relationship with Labour through continuous engagement
- Develop WSP and implement the training as planned
- Provide EAP services
- Maintain and Review the
organisational structure (structured gets updated monthly but gets reviewed 3 yearly)
- Review HR policies
- Implement Employment
Equity Plan
- Review Recruitment, Job Evaluation, Benefits Management Systems
- Review Policy
- Conduct OHS Audit
Inspections
- Conduct OHS Committee Meetings
- Conduct Safety Talks
- Conduct LLF Meetings
- Conduct HRD Meetings
- Conduct Staff Wellness Meetings
To equip the organization in
order to enhance service
delivery
Tools of trade - Furniture and equipment
114 The Number One African City in Service Delivery, Innovation and Good Governance
CHAPTER 6. FINANCIAL VIABILITY
6.1. Introduction and Background
The municipality aims to fully comply with prevailing municipal financial legislation to ensure sound
financial management and governance to maintain its clean audit status. It is important that the
financial affairs of the municipality are managed in an efficient and effective manner to sustain a
sound financial position towards sustainable service delivery.
The Directorate Financial Services is managed by the Executive Director Financial Services, who is
also the Chief Financial Officer, with the assistance of five divisions, each with a divisional Assistant
Director, namely the Budget Office, AFS & Assets, Treasury Office, Expenditure & Salaries and
Supply Chain Unit. The directorate is responsible for the function of budgetary, accounting,
expenditure and revenue management and maintenance of the financial system.
The multi-year financial plan for the IDP is prepared for five (5) years. Based on this plan, considering
the particular requests from the community, Council then approves annually the municipal budget.
6.2. Financial Strategy Framework
The Steve Tshwete Local Municipality is a developing and growing municipality striving for service
delivery excellence. Therefore many challenges are faced with regards to financial planning and
are ever changing due to the dynamic setting of local government.
The priority from a financial perspective is to ensure the municipality’s financial position remains
sustainable and viable. The financial plan with related strategies addresses a number of key
areas in order to achieve this goal. These strategies are detailed below:
6.2.1 Revenue Enhancement Strategy
Revenue enhancement and maintaining of existing revenue sources are essential for
sustainable service delivery. Municipal budgets must be appropriately funded to ensure a
financial going concern which is capable of providing and extending service delivery.
It is essential that the municipality has an adequate source of revenue from its own operations
and government grants to carry outs its functions.
The following actions are considered:
To seek alternative sources of own revenue to increase funding for capital projects.
Ensure economic services break-even
Indigent support policy to provide free basic services to poor households to protect them
from the worst impacts of the economy
Ensure that water & sanitation tariffs are fully cost reflective
Expand revenue base through implementation of new valuation roll.
The ability of the community to pay for services.
Identification and pursuance of government grants.
Tightening credit control measures and increase debt collection targets.
115 The Number One African City in Service Delivery, Innovation and Good Governance
Improve customer relations and promote a culture of payment.
Realistic revenue estimates. Going back to basics to ensure MTREF are appropriately
funded.
The impact of inflation, the municipal cost index and other cost increases.
Create an environment which enhances growth, development and service delivery.
6.2.2 Asset Management Strategies
Allocations to repairs and maintenance and the renewal of existing infrastructure must be
prioritized as an uncontrolled increase in renewal infrastructure backlogs will negatively impact
on the financial sustainability and the reliability and quality of municipal services.
The managing of the assets must address the following:
The implementation of a GRAP 17 compliant asset management system.
Adequate budget provision for asset maintenance over its economic lifespan.
Maintenance of assets according to an infrastructural asset maintenance plan.
Maintain a system of internal control of assets to safeguard assets.
Replacement/renewal of ageing assets according to replacement programme to ensure the
ongoing health of municipal infrastructure.
Ensure all assets owned and/or controlled are insured except where specifically excluded
by policy.
Financial Management Strategies
Financial management strategies are important to guide the municipality to maximize the
available financial resources to ensure long term financial viability through the following
strategies:
Manage revenue, expenditure, assets and liabilities in a responsible manner.
Well thought-out budgetary and financial planning processes in line with budget and
reporting regulation.
Effective supply chain management.
Effective cash flow management.
Applying full credit control measures within the borders of legislation and fairness to prevent
an escalation in non-recoverable outstanding debt.
Ensure compliance with prescribed accounting standards and adherence to all legislation
requirements.
Implement the cost containment measures policy.
Training and development of employees to achieve levels of compliance according to the
regulation on minimum competency levels.
Prepare risk register and apply risk control.
Implement internal controls, procedures, policies and by-laws to regulate fair, just and
transparent transactions.
Prepare annual financial statements according to accounting framework and review
performance and achievements for past financial year.
116 The Number One African City in Service Delivery, Innovation and Good Governance
Operational Financing Strategies
Financial planning and effective management of municipal cash resources will ensure that the
municipality meets their service delivery mandate.
The strategies are:
Ensure integrity of billing systems and accuracy of accounts.
Eliminating spending on non-priority items.
Ensure 100% spending of government conditional grants to prevent withholding of
equitable share.
Standardize chart of accounts.
Effective cash flow management to ensure continuously a sufficient and sustainable cash
position.
Enhance budgetary controls and financial reporting.
Direct available financial resources towards meeting the projects as identified in the IDP.
To improve supply chain management processes in line with regulations.
Capital Financing Strategies
One of the greatest challenges facing municipalities is the decline in public trust in service
delivery. Investment in municipal infrastructure is critical to sustaining growth, rehabilitating
ageing infrastructure and eradicating service delivery backlogs.
The strategies are:
Ensure capital programme is based on priorities, programmes and projects of the IDP.
Improve creditworthiness.
Ensure capital replacement reserve is cash-backed.
Expedite spending on capital budget especially projects that are funded from conditional
grants.
Explore new ways to find capital expenditure from own revenue contribution.
Analyze feasibility and impact on operating budget before capital projects are approved.
Determine affordable limits for borrowing.
Maximizing of infrastructural development through the utilization of all available
resources.
Cost-Effective Strategy
The cost-effectiveness strategy is very important to ensure an effective, efficient municipality
rendering affordable, accessible and quality services. This strategy provides guidance on how to
structure the MTREF within affordable levels. Maintaining affordable tariffs will contribute to the
municipality’s community wealth.
The strategies are:
Structure tariffs to generate resources to fund maintenance, renewal and expansion of
infrastructure to provide services.
117 The Number One African City in Service Delivery, Innovation and Good Governance
Ensure that water and sanitation tariffs are fully cost reflective.
Eliminating non-priority spending.
Facilitate delivery of large capital projects to be appropriated for three financial years.
Free basic services policies to adequately address provision of free basic services to poor
households.
Invest surplus cash not immediately required at the best available rates.
Limit tariff increases taking into consideration the macro-economic growth limit guideline,
municipal cost increases and inflation rate to ensure an appropriate balance between the
interests of poor households, other consumers.
To remain as far as possible within the following selected key budget assumptions:
Provision for bad debts according to debtors’ payment rate.
Increase maintenance of assets according to affordability to be at least 8% of total
depreciated asset value.
Capital cost to be in line with the acceptable norm of 18%.
Outstanding external debt not to be more than 50% of total operating revenue less
government grants.
Utilization of equitable share for indigent support through free basic services.
Measurable Performance Objectives for Revenue
The key performance indicators for revenue are:
To maintain the debtors to revenue ratio below 10%.
To maintain a debtors payment rate of above 95%.
To ensure that the debtors return remain under 40 days.
6.3. Financial Management Policies
The purpose of financial policies is to provide a sound environment to manage the financial affairs of
the municipality. The following are key budget relating policies:
Tariff Policy – the policy prescribes the procedures for calculating tariffs. This policy is
required in terms of Section 74 of the Local Government Municipal Systems Act, Act 32 of
2000.
Rates Policy – a policy required by the Municipal Property Rates Act, Act 6 of 2004. This
policy provides the framework for the determining of rates.
Free Basic Services and Indigent Support Policy – to provide access to and regulate
free basic services to all indigent households.
Funding and reserves policy – this policy is compiled according to section 8 of the Budget
and Reporting Regulations and sets guidelines to ensure that the municipality is financially
viable over the short- and long-term whilst ensuring sufficient funding to achieve its
objectives through the implementation of the operating and capital budgets.
118 The Number One African City in Service Delivery, Innovation and Good Governance
Credit Control and Debt Collection Policy – to provide for credit and debt collection
procedures and mechanisms to ensure that all consumers pay for the services that are
supplied.
Contractor development policy – this policy is to develop contractors to form an integral
part of the economy.
Cost containment policy – this policy is to ensure that municipal resources are used
effectively, efficiently and economically. The policy relates to the implementation of cost
containment measures.
Writing Off of Bad Debts Policy – to ensure that all long outstanding debt is evaluated
and debtors are not overstated in the year-end statements. The policy aims to set down
principles for the writing off of bad debts.
Blacklisting policy – to ensure an acceptable standard of goods and services and to
develop uniform criteria for barring individuals and/or businesses who engage in corrupt
and/or fraudulent activities.
Borrowing policy – this policy enables the municipality to exercise their obligation to
ensure sufficient cash resources to implement the capital programme in the most cost-
effective manner.
Budget Policy – this policy set out the principles which must be followed in preparing a
Medium Term Revenue and Expenditure Framework Budget. It further ensures that the
budget reflects the strategic outcomes embodied in the IDP and related strategic policies.
Investment Policy – this policy was compiled in accordance with the Municipal Investment
Regulation R308 and ensures that cash resources are managed in the most efficient and
effective manner possible.
Asset Management Policy – the objective of the policy is to prescribe the accounting and
administrative procedures relating to property, plant and equipment (assets).
Accounting Policy – the policy prescribes the basis of presentation of the annual financial
statements in accordance with the General Recognised Accounting Practices and
Accounting Standards.
Supply Chain Management Policy – this policy is developed in terms of Section 111 of
the Municipal Finance Management Act, Act 56 of 2003. The principles of this policy is to
give effect to a fair, equitable, transparent, competitive and cost-effective system for the
procuring of goods and services, disposing of goods and selecting of contractors in the
provision of municipal services.
Transport and Subsistence Policy – this policy regulates the reimbursement of travelling
and subsistence cost to officials and councillors attending official visits.
Short Term Insurance and Known Risks and Liabilities Policy – the objective of the
policy is to ensure the safeguarding of Council’s assets and to protect Council against
public liabilities.
Petty Cash Policy – this policy regulates minor cash used for expenditure control.
119 The Number One African City in Service Delivery, Innovation and Good Governance
Methodology for impairment of receivables policy – this policy informs the process to
impair debtors.
Methodology for impairment and assessment of useful life of assets policy – this
policy regulates the impairment and review of useful life of assets processes and
requirements.
Methodology for the classification and recognition of land policy – this policy guides
the municipality on the accounting treatment of land.
6.4. Medium Term Revenue and Expenditure Framework Forecast (MTREF)
The medium term expenditure and revenue framework (MTREF) is based on the priorities,
programmes and projects of the IDP and implemented according to the service delivery and
budget implementation plan (SDBIP) to ensure delivery on the IDP key performance
indicators. The outcome of the required integrated development plan is the alignment of the
planning process and resources to the strategic direction. The result is the compilation and
approval of the annual budget. Based on the financial framework, the medium term financial
plan was compiled based on the following key assumptions:
(a) National government grants for the years 2019/2020 to 2023/2024 as per the Division
of Revenue Act (DORA) has a projected increase of 9,1% for the outer financial
years.
(b) Inflation, however moderate, is slightly increasing and projected to increase by an
average of 5,2% to 5,4% over the period ahead.
(c) The cost-of-living increases by mutual agreement between the South African Local
Government Bargaining Council and the unions increase with 6,5% over the five (5)
indicative years.
(d) Bulk electricity purchases which constitute 30% of total operating expenditure are
projected to increase with 13%. Provision was made for a growth of 1%.
(e) Provision has been made for a property rates tariff increase in average of 7,4% for
the next five (5) years.
(f) Water tariffs are projected to increase in average with 7,2%.
(g) Sanitation and refuse tariffs are projected to increase in average with 6,9% and 7,9%
respectively.
1. Operating Revenue
The projected revenue for the municipality is reflected in table 1 below. It is important that
anticipated revenue levels are realistic for each revenue source and consistent with expenditure and
collection experience.
120 The Number One African City in Service Delivery, Innovation and Good Governance
Municipal budgets must be funded and credible. The needs of the communities have to be met
within the financial capacity and resource constraints of the municipality to ensure long term
sustainability.
The South African economy is slowly recovering and revenue projections include a moderate
municipal growth of 1,5%. The needs always exceed the available financial resources and cash
flows are expected to remain under pressure. Available financial resources therefore should be
directed where it delivers the biggest impact to improve the quality of life of our communities and
striking a balance to provide sustainable services.
The revenue forecast of R1,6-billion for the 2019/2020 financial year reflects an increase of 6% and
increases to R2,2-billion in the 2023/2024 financial year. On average, service charges jointly
comprise 54,8% of the total revenue, property rates 23,8% and government grants and donations
12,9%, whilst other revenues constitute 8,5%. Other revenues mainly consist out of sale of erven,
surface rentals, interest earned and so forth.
National and provincial allocations are contained in the Division of Revenue Act, which are
recognised under government grants and consist of the following allocations over the medium term:
2019/2020 2020/2021 2021/2022
Operating Grants
▪ Finance Management Grant 1 700 000 1 700 000 1 700 000
▪ Equitable Share 200 511 000 226 033 000 255 256 000
- Expanded Public Works Programme 3 723 000
▪ Nkangala District Municipality 20 000 000 20 989 121 10 989 120
▪ Capital Grants
▪ Municipal Infrastructure Grant 49 716 000 52 415 000 56 297 000
▪ Integrated National Electricity Programme 8 000 000 10 000 000 24 358 000
▪ Water Services Infrastructure grant 30 000 000 25 000 000 30 000 000
121 The Number One African City in Service Delivery, Innovation and Good Governance
As follows is a graphical presentation of revenue by source over the MTREF.
2. Tariff Setting
Tariff setting plays a critical role in ensuring certain levels of revenue according to affordability and
to accommodate the consideration of basic services in the IDP strategic plan. The affordability of
tariffs is under pressure due to increased cost and the increasing demand for bulk infrastructure and
renewal of ageing infrastructure as the municipality expands. Appropriate ways to restructure tariffs
must be explored to encourage more efficient use of utility services and to generate the resources
required to fund maintenance, renewal and expansion of infrastructure to provide services.
Increases in tariffs must be closely linked to the National Treasury cost-of-living guidelines and
reflect an appropriate balance between the interest of poor households, other customers and
ensuring the financial sustainability of the municipality.
Water and sanitation tariffs must be cost reflective which include the bulk cost of water, cost of
maintenance and renewal of purification/ treatment plants and network infrastructure as well as the
cost for new infrastructure. In the case of solid waste tariffs, it must include the cost of providing the
different components of the service.
Refuse removal is an economical service resulting that the budget is a break-even service. Refuse
removal tariffs are mainly affected by high labour costs, petrol price increases and vehicle costs
which are in many cases beyond the municipality’s control.
R -
R 500 000 000
R 1 000 000 000
R 1 500 000 000
R 2 000 000 000
R 2 500 000 000
AuditedActual
2017/2018
OriginalApproved Budget2018/20
19
Full YearForecast2018/20
19
Forecast2019/20
Forecast2020/21
Forecast2021/22
Forecast2022/23
Forecast2023/24
Sewerage R 55616 23 R 59234 81 R 62518 55 R 70405 56 R 80545 38 R 86818 31 R 91366 07 R 95873 54
Refuse Removal R 61722 42 R 66848 93 R 69281 41 R 77538 61 R 81977 15 R 86530 24 R 90692 28 R 95073 34
Water R 77008 47 R 83231 48 R 78480 45 R 99116 56 R 105548 7 R 111876 1 R 118804 4 R 125103 4
Grants & Donations R 272826 5 R 215169 3 R 218670 6 R 306840 6 R 333654 2 R 378750 8 R 341741 2 R 366555 2
Other Revenue R 227923 8 R 127101 3 R 163287 0 R 138070 3 R 142693 0 R 146894 9 R 164005 8 R 169218 0
Property rates R 332769 1 R 353052 2 R 357127 2 R 386531 8 R 405989 6 R 419186 5 R 440221 5 R 468289 0
Electricity R 529484 0 R 535775 8 R 542051 6 R 641758 4 R 702412 4 R 761249 6 R 821945 5 R 888311 7
MEDIUM TERM: REVENUE BY SOURCE
R 1 557 350 596
R 1 440 414 037R 1 491 416 975
R 1 720 262 054 R 1 852 820 737
R 1 991 306 729
R 2 068 777 044 R 2 208 424 541
122 The Number One African City in Service Delivery, Innovation and Good Governance
In addition new ways need to be explored for alternative methods to manage the landfill site such
as the revival of the recycling process and measures to prevent dumping, for example, garden
refuse removal etc.
A new valuation roll was implemented from 1 July 2018. Increased revenue from newly developed
properties will expand and relieve some of the pressure on the municipality’s revenue base.
1. Credit Control and Debt Collection
The continuous strict implementation of the credit control policy resulted that the municipality could
maintain an exceptional payment rate. For the past financial years an average payment rate of
above 98% was achieved.
It is however, envisaged that with on-going economic pressures and increasing rate in
unemployment the payment rate might become under pressure. Special attention must therefore be
paid on managing all revenue and cash streams especially debtors.
2. Protecting the Poor
The equitable share allocation is mainly used to provide free basic services to approximately 18 000
registered indigent households. Indigent support provided to protect poor households is as follows:
Per Household Amount
Free basic electricity per month 50 kWh R 50,01
Free basic water per month 10 kl R 39,16
Free refuse and sewerage per month Free R 251,63
Free assessment rates per month
(average property valuation R85 000)
Free R 235,13
Total R 575,93
In addition, it is essential that the municipality plays a critical role in creating an enabling environment
for investments and other activities that lead to job creation to relieve the pressure on
unemployment.
The municipality needs to focus on maximizing job creation through labour intensive methods, LED
projects and participating in the extended public works programme.
3. Investments
Investments will be managed to ensure the municipality portfolio remain liquid to meet the daily cash
flow demands of the municipality. The municipality will continue with current cash management and
investment practices to ensure the safety of capital with the highest possible return.
It is projected that investments will decline to R563-million by 30 June 2019 and decrease to R234-
million as the capex programme is implemented.
123 The Number One African City in Service Delivery, Innovation and Good Governance
TABLE 1 REVENUE BY SOURCE
Preceeding Year
Current Year Performance
Medium Term Financial Plan
Audited Actual 2017/2018
Original Approved Budget 2018/2019
Full Year Forecast 2018/2019
Forecast 2019/20
Forecast 2020/21
Forecast 2021/22
Forecast 2022/23
Forecast 2023/24
A B C D E F G H
Property rates 332 769 107
353 052 280
357 127 298
386 531 864
405 989 607
419 186 539
440 221 599
468 289 092
Service charges:
Electricity revenue from tariff billings
529 484 025
535 775 807
542 051 631
641 758 448
702 412 470
761 249 625
821 945 540
888 311 714
Water revenue from tariff billings
77 008 479 83 231 485
78 480 453
99 116 562
105 548 742
111 876 179
118 804 401
125 103 476
Sanitation revenue from tariff billings
55 616 239 59 234 813
62 518 557
70 405 563
80 545 389
86 818 313
91 366 071
95 873 544
Refuse removal from tariff billings
61 722 420 66 848 933
69 281 416
77 538 619
81 977 159
86 530 246
90 692 284
95 073 344
Rental of facilities and equipment
15 239 388 13 975 123
14 157 111
1 740 070
1 835 774
1 936 740
2 043 261
2 155 640
Interest earned - external investments
47 867 886 30 871 200
34 871 200
37 421 912
37 630 691
36 908 425
36 338 595
35 777 365
Interest earned - outstanding debtors
3 425 188 3 153 157 3 596 892 4 669 630
4 937 323
5 208 879
5 495 370
5 795 050
Fines 18 316 692 11 697 925
13 085 434
17 503 423
18 391 463
19 476 709
20 453 903
21 632 202
Licenses and permits 8 799 652 8 636 500 7 771 300 9 449 009
9 968 705
10 516 984
11 095 417
11 705 665
Income from Agency Services
20 345 495 0 0 22 375 150
23 493 907
24 668 603
25 902 033
27 197 135
Government grants & subsidies: Operating
141 123 061
162 864 618
165 883 880
209 093 278
231 435 895
260 167 755
279 740 954
301 913 295
Government grants & subsidies: Capital
49 604 679 52 304 720
52 304 720
85 947 360
85 318 400
108 583 120
62 000 300
64 642 000
Public Contributions 82 098 786 0 482 000 11 800 000
16 900 000
10 000 000
Other Revenue 110 352 806
58 617 476
89 649 833
44 911 166
46 435 212
48 178 612
62 677 316
64 955 019
Gain on Disposal of Property Plant and Equipment
3 576 693 150 000 155 250 0 0 0
Total Revenue By Source
1 557 350 596
1 440 414 037
1 491 416 975
1 720 262 054
1 852 820 737
1 991 306 729
2 068 777 044
2 208 424 541
124 The Number One African City in Service Delivery, Innovation and Good Governance
6.5. Operating Expenditure Operating expenditure is compiled both on the zero-based budget approach where practical and
on the incremental approach.
Table 2 below indicates the medium term expenditure framework aligned to the IDP. The
medium term projections reflected an average growth of 8% over the next five (5) years.
The operating expenditure has increased by 8,7% against the original budget in the 2018/2019
financial year. The operating expenditure forecast equates to R1,7-billion in the 2019/2020
financial year and escalates to R2,2-billion in the 2023/2024 financial year.
Revenue raising services constitute 55% of total operating expenditure whilst community and
rates services constitute 45%.
Bulk electricity purchases remain the main increasing factor on operating expenditure totaling
R2,9-billion over the next five (5) years with an average rate increase of 9%.
Finance charges increase from R19,1-million in the 2018/2019 financial year to R48,9-million in
the 2023/2024 financial year and constitute 1,9% of operating expenditure. This includes
projections to take up a external loan facility of R404-million over the next three (3) years.
The other main contributing factor is employee-related costs which constitutes 35% of total
operating expenditure.
Other operating expenses reflect a very modest growth of 8% of the forecasted operating
expenditure.
The electricity vote remains the largest contributor to operating expenditure at 37% followed by
finance and administration at 17% and Community services at 14%.
Depreciation and asset impairment accounts for 11% of the expenditure budget, being an
amount of R192,7-million and increases to R212,0-million by 2023/2024 financial year.
Depreciation is the systematic expensing of the value of an asset as it is used and is not relating
to the cash except for the external loans redemption portion. The intention is to set aside funds
so that there is cash available at the end of the asset useful life to replace the asset.
This is done in a systematic manner by providing for depreciation offsetting to avoid unaffordable
rates increases.
125 The Number One African City in Service Delivery, Innovation and Good Governance
As follows is a graphical presentation of operating expenditure by type, followed by a graph of
operating expenditure by vote for the MTREF.
Employee Related …
Remuneration of Councillors, R140 628 669 , 2%
Depreciation & Asset Impairment, R1 010 603 000 ,
10%
Contracted Services, R1 077 303 949 ,
11%
Finance Charges, R227 966 565 ,
2%
Bulk purchases, R3 065 854 283 ,
31%
Transfers and Grants, R11 366 922 , 0%
Other Expenditure, R822 648 038 , 9%
OPERATING EXPENDITURE BY TYPE FOR NEXT FIVE YEARS FORECAST
126 The Number One African City in Service Delivery, Innovation and Good Governance
R 100 000 000
R 300 000 000
R 500 000 000
R 700 000 000
R 900 000 000
R 1 100 000 000
R 1 300 000 000
R 1 500 000 000
R 1 700 000 000
R 1 900 000 000
AuditedActual
2017/2018
OriginalApproved
Budget2018/201
9
Full YearForecast
2018/2019
Forecast2019/20
Forecast2020/21
Forecast2021/22
Forecast2022/23
Forecast2023/24
Sport & Recreation R 56747 118 R 61636 193 R 62515 404 R 65050 475 R 67638 249 R 71484 334 R 75670 652 R 80119 319
Finance & Admin R 233322 58 R 256536 47 R 287612 66 R 291162 24 R 308222 06 R 325705 96 R 339439 23 R 359573 83
Other R 89225 441 R 113798 38 R 114253 93 R 124442 67 R 131301 16 R 138865 62 R 146890 61 R 155444 04
Waste Water Management R 61798 241 R 83166 154 R 83178 925 R 88904 859 R 98348 529 R 103803 21 R 108865 02 R 114417 71
Water R 83985 210 R 119371 36 R 123094 72 R 111390 10 R 117954 85 R 124511 75 R 131620 67 R 138329 85
Waste Management R 86862 347 R 95478 363 R 97392 937 R 108361 80 R 112230 86 R 119171 13 R 126161 00 R 133602 98
Public Safety R 45752 069 R 49335 046 R 50787 775 R 113055 67 R 119847 56 R 127258 55 R 135302 76 R 143895 25
Executive & Council R 81875 213 R 72432 681 R 71742 837 R 74333 911 R 78916 311 R 84154 040 R 89831 608 R 95896 851
Corporate Services
Electricity R 515439 97 R 560043 39 R 572366 88 R 635166 92 R 694936 60 R 753042 98 R 812390 78 R 882579 46
R 1 383 167 330R 1 556 717 333
R 1 598 626 632R 1 705 084 955
R 1 827 377 796
R 1 948 906 426R 2 070 209 905R 2 211 273 320
MEDIUM TERM: OPERATING EXPENDITURE BY VOTE
127 The Number One African City in Service Delivery, Innovation and Good Governance
TABLE 2 Preceeding Year
A B C D E F G H
Executive & Council 81 875 213 72 432 681 71 742 837 74 333 911 78 916 311 84 154 040 89 831 608 95 896 851
Finance and Administration 233 322 587 256 536 474 287 612 663 291 162 245 308 222 063 325 705 969 339 439 239 359 573 831
Licensing and Regulation 19 834 115 23 166 461 23 114 961 24 139 179 25 658 030 27 318 471 29 097 952 30 994 515
Planning & Development 17 575 926 24 660 923 23 946 659 26 386 282 27 972 786 29 563 278 31 189 997 32 938 361
Internal Audit 2 228 522 3 000 718 4 695 842 4 724 617 4 973 791 5 250 548 5 553 577 5 876 054
Community & Social Services 35 087 108 42 489 914 41 269 293 44 778 953 46 934 738 49 499 879 52 260 698 55 193 273
Housing 11 060 984 13 353 116 14 634 382 15 896 153 16 865 674 17 926 662 19 065 563 20 278 935
Public Safety 45 752 069 49 335 046 50 787 775 113 055 674 119 847 567 127 258 557 135 302 767 143 895 250
Sport and Recreation 56 747 118 61 636 193 62 515 404 65 050 475 67 638 249 71 484 334 75 670 652 80 119 319
Environmental Protection 3 438 786 7 127 249 6 592 797 8 517 495 8 896 143 9 306 785 9 722 826 10 162 904
Waste Management 86 862 347 95 478 363 97 392 937 108 361 807 112 230 861 119 171 133 126 161 006 133 602 989
Waste Water Management 61 798 241 83 166 154 83 178 925 88 904 859 98 348 529 103 803 218 108 865 029 114 417 712
Road Transport 128 159 134 144 919 286 135 680 541 93 216 275 97 981 594 100 908 804 104 028 422 107 404 893
Water 83 985 210 119 371 363 123 094 728 111 390 102 117 954 854 124 511 759 131 620 671 138 329 851
Electricity 515 439 970 560 043 392 572 366 888 635 166 928 694 936 606 753 042 989 812 390 781 882 579 465
Total Operating Expenditure by Vote 1 383 167 330 1 556 717 333 1 598 626 632 1 705 084 955 1 827 377 796 1 948 906 426 2 070 200 788 2 211 264 203
Medium Term Financial Plan
Forecast 2019/20 Forecast 2020/21 Forecast 2021/22 Forecast 2022/23OPERATING EXPENDITURE BY VOTE
Current Year Performance
Full Year Forecast
2018/19 Forecast 2023/24
Audited Actual
2017/18
Approved
Budget 2018/19
128 The Number One African City in Service Delivery, Innovation and Good Governance
6.6. Capital Expenditure Proposed capital programmes over the medium term framework are only considered once the full
projected and future operational costs have been determined and the sources of funding are
available.
The capital requirements are reflected in the table below for the next five (5) years. These figures
are based on the projects identified through the IDP process project phase and reflect estimated
amounts based on the availability of funding.
As reflected in table 3 below it can be seen that the IDP needs for the next five (5) years are
equivalent to R2,2-billion whilst the forecasted capital expenditure based on the projected availability
of funding amounts to R2,0-billion.
The projected sources of funding over the medium term have been carefully considered and can be
summarized as follows:
2019/2020 2020/2021 2021/2022
Government grants & District 97 747 360 102 218 400 118 583 120
External loans 139 896 904 123 368 000 140 960 000
Cash backed internal reserves 208 043 808 169 810 705 151 483 740
445 688 072 395 397 105 411 026 860
As indicated in the previous financial year the Council’s internal reserves are still under pressure
resulting that external funding needed to be obtained to supplement the capital budget to address
the huge demands in the IDP for essential expanding of basic services and upgrading of bulk
infrastructure.
For the next three (3) years a new external loan of R404,2-million must be secured. The projected
outstanding external loans for 30 June 2019 amount to R315,5-million which constitutes 19,4% of
total operating revenue. This is an indication that the municipality will be able to borrow additional
funding for the medium term before reaching the over-borrowed limit by 30 June 2022.
It is therefore imperative that capital budgets are prioritized to reflect consistent efforts to address
backlogs in basic services and the refurbishment and expanding of existing infrastructure.
When it comes to funding the capital budget care should be taken to not become largely reliant on
national and provincial grants. Council needs to explore ways in which own revenue contribution to
fund their capital budgets can be increased.
129 The Number One African City in Service Delivery, Innovation and Good Governance
According to the above table capital expenditure financed through government grants constitutes
21,4% whilst cash backed internal reserves constitutes 45,7% and external loans 32,9%
respectively as presented in the graph below:
Cognizance should also be given that national government has prioritized the quality of drinking
water and failures in the management of waste water through the blue and green drop performance
ratings.
Measures have to be taken over the MTREF to implement these strategies to ensure that existing
water supply and waste water comply with these requirements.
From the above it is clear that for the next five years many challenges lie ahead to appropriate
capital expenditure towards available sources of funding and to obtain alternative funding sources
to address the needs as identified in the IDP.
Table 3 indicates forecasted capital expenditure by vote which is graphically presented below. From
this table 73% of the capital programme is allocated to infrastructure development and 27% for
community and institutional requirements over the next five (5) years.
Government Grants & District, R 470839 080
External Funding, R 704 474 904
Internal Reserves, R 826 561 008
Planned Sources of Funding over Next Five Years
130 The Number One African City in Service Delivery, Innovation and Good Governance
The capital expenditure programme is graphically presented as follows:
131 The Number One African City in Service Delivery, Innovation and Good Governance
TABLE 3
Preceeding
Year
A B C D D E F G H
Executive & Council 254 917 1 029 500 1 035 000 7 358 500 315 000 1 300 000 - - -
Finance and Administration 21 309 814 79 840 900 73 251 039 145 271 185 54 722 475 25 945 900 68 353 400 74 899 000 32 118 000
Licensing and Regulation 277 316 1 137 000 1 269 698 80 000 2 595 000 110 000 660 000 460 000
Planning & Development 371 844 7 000 616 517 1 626 000 610 000 590 000 2 000 000 - -
Health 175 126 1 005 000 1 005 000 1 950 000
Community & Social Services 8 308 219 18 800 000 17 808 978 111 568 675 32 991 000 45 305 000 15 115 000 15 670 000 3 040 000
Housing 686 155 742 800 742 800 2 642 850 870 000 680 000 680 000 700 000 700 000
Public Safety 2 634 814 2 655 000 2 644 100 86 943 250 8 515 000 3 042 500 4 642 000 3 075 000 1 420 000
Sport and Recreation 13 120 704 14 075 000 13 075 235 103 321 575 12 385 000 17 330 000 22 238 700 21 885 000 26 155 000
Environmental Protection 600 000 100 000 100 000 100 000 100 000
Waste Management 14 256 826 23 735 000 27 263 275 97 343 350 37 540 100 22 910 000 38 920 000 28 340 000 36 482 800
Waste Water Management 24 988 460 50 027 000 20 441 303 273 852 670 91 340 100 52 439 500 36 725 000 32 190 000 32 070 000
Road Transport 85 721 089 59 789 800 79 442 172 557 711 319 76 144 560 127 023 400 102 165 120 123 947 400 88 800 000
Water 27 680 859 44 243 120 71 747 218 248 053 507 61 105 725 34 688 105 43 161 396 3 548 970 9 130 000
Electricity 68 342 903 77 322 424 80 802 424 611 533 075 68 469 112 61 447 700 76 816 244 75 063 245 139 208 540
CAPITAL EXPENDITURE BY
VOTE 268 129 046 374 409 544 391 144 759 2 249 175 956 445 688 072 395 397 105 411 026 860 380 078 615 369 684 340
Forecast 2019/20 Forecast 2020/21 Forecast 2021/22 Forecast
2022/2023
CAPITAL EXPENDITURE BY
VOTEAdjustment
Budget 2018/19
Forecast
2023/2024
Audited Actual
2017/18
Approved Budget
2018/19
Medium Term Financial Plan
IDP Requests
2019/20 to
2023/2024
132 The Number One African City in Service Delivery, Innovation and Good Governance
6.7. Conclusion
This framework with its financial strategies and policies contribute to ensure the municipality remains
financially viable and sustainable to provide quality municipal services to all communities. It can be
expected that municipal revenue and cash flows will gradually improve through increased municipal
growth and envisaged new developments.
The increasing pressure on the municipal bulk services and upgrade of ageing infrastructure will
continue for the next five (5) years. Therefore new imaginable ways need to be explored to become
efficient to generate the required resources to maintain, renew and expand infrastructure.
A new energized focus on maximizing job creation through labour intensive approaches and
participation in the expanded public works programme is essential not only to reduce the
unemployment rate but also protecting the poor against the down turn of the economy.
It is imperative that the municipality continues with sound and sustainable management of its
governance and fiscal affairs to build on the clean audit reports received the past four (4) financial
years.
The many challenges facing the municipality are addressed through the following important
elements:
Greater levels of transparency and accountability;
Integrity of billing systems and accurate accounts;
Going back to basics of good cash and revenue management;Stabilizing senior
management and ensuring appropriate technical skills;
Implementation of asset management systems and improving levels of spending on repairs
and maintenance;
Effective spatial and land use planning;
Generate more employment through labour intensive programmes;
Structure tariffs for utility services to encourage growth and generate additional sources of
revenue to fund capital expenditure;
Ensure sound financial management policies exist; and
Eliminating spending on non-priority items.
This IDP with the MTREF ensures that Council is on the right track to become the leading community
driven municipality in the provision of sustainable services and developmental programmes.
133 The Number One African City in Service Delivery, Innovation and Good Governance
6.8. Strategies, Objectives and Projects
Financial Viability and Sustainability
Strategic Objectives: To manage the finances of the municipality to ensure financial
viability
Performance Objectives Strategies Possible Project/ Activities
To manage revenue in an
efficient and responsible
manner.
Prompt receipting and banking
of all rates, fees and charges at
accessible facilities.
- Monthly bank
reconciliations
- % banking reconcile with
billing system.
Monthly implementation and
adherence to credit control
policy and procedures.
- % decrease in doubtful
outstanding debts
- % of amounts billed
collected
- % of debtors to revenue
ratio
Implement supplementary
valuations and new valuation
roll.
- % of supplementary taxes
implemented
Implement and revise Indigent
policy annually.
- % of Households with
access to free basic
services
To ensure clean and
effective financial
governance and
compliance with
accounting standards.
Ensure compliance to GRAP
reporting framework and
implement new standards.
- % compliance to GRAP
reporting framework.
- Implement new standards
as released by ASB.
Develop audit action plan on
matters raised in final
management letter.
- % of actions implemented
of audit action plan
- Monthly and quarterly
progress reporting on
actions undertaken.
Maintain unqualified audit
report
- Obtain unqualified audit
opinion.
- Submit credible AFS with
no material
misstatements by Aug of
each year.
To ensure compliance with
budget and reporting
regulations
Ensure compliant section 71 in-
year reports
- Number of compliant In-
year section 71 reports
submitted on time.
- Developed and maintain
register to ensure legal
compliance
134 The Number One African City in Service Delivery, Innovation and Good Governance
Ensure annual budget is
compliant and approved by 31
May
- % compliance to budget &
reporting regulation
framework
- Submit and approve
budget by 31 May
annually
- Submit and approve
SDBIP by 28 June annually
To streamline supply chain management processes to fully comply with legislation procurement framework
Improve turnaround time on
supply chain comments on
tenders
- Reduce turnaround time on
comments on tender
reports to be within 10
working days from receipt
by departments.
Ensure SCM processes and
reports adhere to legislative
requirements.
- Number of compliant In-
year reports submitted on
time
- Implement new
amendments to
procurement regulation
and legislation
- Implement Infrastructure
procurement plan and
policy.
- Develop and implement
annual procurement plan.
- Revise and improve SCM
policy and procedures
annually.
To comply with the
municipal minimum
competency level
Ensure level of compliance to municipal regulation on minimum competency levels
- Provide training to Increase
number of compliant
senior personnel with
minimum competency
levels.
- Provide training on MSCOA
implementation and
system.
To maintain and upgrade
the existing financial
operations to manage the
finances of the
municipality.
Develop internal control and
procedures to improve financial
management and operations.
- Number of improved
controls, procedures
developed and
implemented.
Review and improve budget
related policies and by-laws.
- Number of Budget Related
Policies and by-laws
review and implemented.
Upgrade financial system to
MSCOA requirements
- Implement new MSCOA
compliant system.
To alleviate poverty to
improve quality of
household life
Ensure equitable share are
utilized for free basic services
- % of allocated equitable
share implemented for
free basic services.
135 The Number One African City in Service Delivery, Innovation and Good Governance
Ensure indigent policy is
annually reviewed and
improved.
- Review and improve
indigent policy annually.
- Implement Indigent policy
Advise and register poor households to participate in indigent support program.
- % of households who
applied for indigent status
implemented
- Developed and update
indigent register
To ensure efficient,
effective cash flow
management
Debt coverage ratio - Debt coverage ratio
maintained at above 45%
at any given time
Cost coverage ratio - Cost coverage ratio
increased to above 3
months at any given time
To manage, control and
maintain all assets of the
municipality
Ensure assets of the
municipality is safe guarded.
- % of movable assets
verification according to
inventory lists.
- % reduction in annual
stock take differences.
Adequate asset management
and maintenance of the assets
of the municipality.
- % of annual operational
budget allocated to repair
& maintenance. (8%)
- Capital expenditure as a
percentage of total
expenditure (10-20%)
To ensure and extend
service delivery to the
community.
Ensure implementation of the
budget document in line with
the IDP.
- % of municipality capital budget actually spent on capital projects (95% - 100%)
- % of Operating Expenditure Budget Implemented (95% - 100%)
- % of Service Charges and Property Rates Revenue Budget Implemented (95%-100%)
To ensure expenditure are
well managed to prevent
unauthorised, wasteful and
fruitless and irregular
expenditure.
Implement systems to prevent
irregular, fruitless and wasteful
and unauthorised expenditure.
- Irregular, fruitless and wasteful and unauthorized expenditure as a percentage to Total Operating Expenditure (0%)
Implement systems to pay
creditors within 30 days.
- Creditors Payment Period (Trade Creditors) (30 days)
- Implement electronic payment system and
136 The Number One African City in Service Delivery, Innovation and Good Governance
payment advice for all creditors.
To maintain and safeguard
municipal and community
facilities
Implimenetation of security
measures
- Fencing of municipal
buildings
To equip the organization
in order to enhance service
delivery
Tools of trade - Furniture and equipment
- Printers
- Vehicles
- After hour vending
equipment
- Stores equipment
- Bulk filing cabinets and
shelves
Upgradeb municipal buidings
and facilities
- Renovate paypoint
facilities
- Paint store facilities
137 The Number One African City in Service Delivery, Innovation and Good Governance
6.9. 2019/20 Capital Projects
KPA 5: FINANCIAL VIABILITY
STRATEGIC GOAL: TO MANAGE THE FINANCES OF THE MUNICIPALITY TO ENSURE FINANCIAL VIABILITY
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Finance Finance: (200) Finance
P2000134 Safety Equipment (Alarms & Emergency doors): 200
Administrative or Head Office (Including Satellite Offices)
P2000134: Safety Equipment (Alarms & Emergency doors): 200
- - 999 996.00 Capital Replacement Reserve
Finance Finance: (200) Finance
P1300091 Stores: P1300091-Alarm system (200/...)
Administrative or Head Office (Including Satellite Offices)
P1300091-Alarm System (200/...)
20 000.00 - - Transfer from Operational Revenue
Finance Finance: (200) Finance
P1000282 Furniture and Office Equipment: P1000282-Furniture & office equipment (200/...)
Administrative or Head Office (Including Satellite Offices)
P1000282-Replace Furniture & Office Equipment (200/...)
86 000.00 90 000.00 93 000.00 Transfer from Operational Revenue
Finance Finance: (200) Finance
P1500050 Furniture and Office Equipment: P1500050 Bulk filing cabinets at service centre (200/...)
Whole of the Municipality
P1500050-Bulk Filing Cabinets Service Centre (200/...)
200 000.00 200 004.00 200 004.00 Transfer from Operational Revenue
Finance Finance: (200) Finance
P2000156 Concrete/Tar/Paving floor at Auction Facility: 200
Administrative or Head Office (Including Satellite Offices)
P2000156: Concrete/Tar/Paving floor at Auction Facility: 200
500 000.00 - - Capital Replacement Reserve
Finance Finance: (205) Data
P2000157 Upgrade Munsoft server: 200 Administrative or Head Office (Including Satellite Offices)
P2000157: Upgrade Munsoft Server: 205
400 000.00 - - Capital Replacement Reserve
Supply Chain Management
(230) Supply Chain Management
P1600014 Furniture and Office Equipment: P1600014 Shelves at SCM (230/...)
Whole of the Municipality
P1600014-Shelves At SCM (230/...)
- 60 000.00 - Transfer from Operational Revenue
Supply Chain Management
(230) Supply Chain Management
P1400048 Stores: P1400048-Upgrade Paint Store (230/...)
Whole of the Municipality
P1400048-Upgrade Paint Store (230/...)
- 399 996.00 - Capital Replacement Reserve
Supply Chain Management
(230) Supply Chain Management
P2000155 Extension of Municipal Store : 230
Administrative or Head Office (Including Satellite Offices)
P2000155: Extension of Municipal Store: 230
- 1 000 000.00 - Capital Replacement Reserve
138 The Number One African City in Service Delivery, Innovation and Good Governance
CHAPTER 7. LOCAL ECONOMIC DEVELOPMENT
7.1. Introduction
Steve Tshwete Local Municipality is one of six local municipalities within the Nkangala District
Municipality. This local municipality has a geographical area of approximately 3 976km2, which
constitutes 24% of the total land in the NDM. It is situated in the centre of the Nkangala District
Municipality. STLM is home to a number of large industries such as Columbus Steel and Eskom
(power generation). Eskom power stations, local mines which sustain the area, Columbus Steel,
strong agricultural areas, a thriving commercial community and tourist attraction including dams
(Middelburg) and rivers characterize the economic profile of the local municipality.
7.2. Legislative Requirement
The local economic development initiatives in the municipality is guided by the following legislation;
South African Constitution (1996); The White Paper on Local Government (1998); The Municipal
System Act (2000); The National Spatial Development Perspective and Municipal Property Rates
Act.
7.3. Steve Tshwete Economic Profile
Steve Tshwete can be regarded as one of the commercial hubs in Mpumalanga with the higher
household income compared to other municipalities. Its local economy is one of the largest
economies in the district context and is dominated by the mining sector, manufacturing and
agriculture.
Gross Domestic Product
Steve Tshwete’s economy and contribution towards the provincial Growth Domestic Product
(GDP) continues to grow significantly. Steve Tshwete is ranked 3th in the province when it
comes to economy. It contributes about 13.7% towards the Mpumalanga Economy with average
annual economic growth rate of 1.1% over the period 2017 to 2022 in line with national and
provincial growth expectations. The size of the economy in 2015 was estimated at almost R40
billion in current prices.
Economic Sectors Performance
Manufacturing, mining, finance, energy generation and agriculture are the main drivers of the
municipal economic in Steve Tshwete. These industries generate mass employment
opportunities and are mainly in rural parts of this local municipality. The two main economic
drivers and dominant industries are the mining and metal and steel manufacturing industries.
Mining continues to grow despite key economic sectors being on the decline; with several
mining operation being established. There are new prospecting and mining permit applications
south of the N4.
Tourism is showing exponential growth with a potential to grow even further attracting both
domestic and international tourists. The centrality of its location to iconic tourist destination like
the Kruger National Park, contributed to the growth of the industry. With 48 accommodation
facilities, 51 resorts and other tourism amenities, the local industry has a potential to grow even
139 The Number One African City in Service Delivery, Innovation and Good Governance
bigger. The development of the new hotel and conferencing facility will contribute to the growth
of the industry.
There are also other greenfield projects that will contribute to the growth, for instance, the
proposed tourism initiatives. Infrastructure development like the construction of national and
regional roads (R104 and D20), are key to the development of the tourism industry.
Middelburg also forms the main commercial center of Steve Tshwete Local Municipality with
the majority of people conducting their shopping activities. This includes the eMhluzi Mall,
Middelburg mall and the expanded Midwater shopping center, approximately with space of 20
000m2, which have expanded commercial and shopping activities to the outskirts of the local
municipality.
The carbonated soft drink factory (Twizza), Babcock, through their expansions, have
contributed to a large number of job opportunities. But so has other retail development in
developing areas like Eastdene and Hlalamnandi, contributed to the creation of sustainable
jobs.
The municipality is developing new precinct and revitalization plans for the CBD. New bi-laws
have been promulgated to manage buildings and properties in town, also prescribing how
business activities should be conducted. The CBD revitalization strategy also includes the crime
prevention and surveillance strategy to curb escalating crime levels.
The healthcare sector is developing through the expansion of both the public and private
expansion of the existing facilities and the expansion of new ones.
The township economy revitalization is concluded and it includes among other things, the
establishment of an industrial park for the accommodation of small and medium enterprises that
are working in areas not designated for business purposes. Midmed hospital has expanded to
increase its capacity. The new public hospital being built is scheduled to be completed by 2020.
7.4. Spatial Development Characteristics Steve Tshwete Local Municipality is characterized as relatively more spatial compared to the other
municipalities in the Nkangala area. Despite being affected by apartheid policies on spatial planning,
where low income township developments are located at far distances from urban cores and
economic centers. This area is also less affected by the effects of mining and power supply.
Lack of serviced land and increasing costs for the middle to low income housing developments
cause high urbanization rates which affect the depopulation of the rural areas. The urbanization
rate in the Nkangala District Municipality increased from 44.1% to 53.2% from 1996 to 2008. Of all
the local municipalities, Emalahleni local municipality showed the highest urbanization rate among
all six municipalities with a rate of 86.2%. Steve Tshwete local municipality showed the second
highest urbanization rate at 72.1%.
Such towns like Mhluzi, Hendrina, Nazareth and Rockdale are the main centers of growth for the
middle to low income and are likely to attract funding for development. It is envisaged that high
income residential developments of the two municipalities will move closer together filling the
unidentified gap known as the green area of Midleni corridor.
140 The Number One African City in Service Delivery, Innovation and Good Governance
Other major development since 2004 includes the Middelburg eastern bypass and the R555 Main
axis. Other projects that will facilitate land use and spatial planning include the Nkangala Agri-Hub
and a Logistics Park of Freight village and truck stop. The upgrade of the R555 and D20 roads will
also facilitate economic development; more mining and tourism activities are planned for the R555
and D20 traingle.
7.5. Strategic direction
The municipality seeks to achieve the economic growth and poverty alleviation through ensuring a
better life for the society by coordinating sustainable social and economic developmental programs.
Furthermore, create a conducive environment for business investments and growth for job creation.
The municipal focus areas in terms of LED are the following:
Job creation
Alleviate poverty
Skills development through incubation expansion program (steel incubation, tooling and
welding initiatives)
Specific sector development (Agri-processing, tourism)
SMME development in key sectors (enterprise development in partnership with the private
sector)
Promote private sector involvement and investment (attract more investment)
7.6. Economic Corridors/Nodes
Steve Tshwete Local Municipality is well situated in terms of the following; Maputo Development
Corridor; The Middelburg / Steelport Mining Resource Link and Middelburg/Bethal/Ermelo/
Richards Bay Corridor
N12 and N4 routes provide the main, east-west linkage between the Middelburg and Witbank towns
and Gauteng in the west, and the rest of Mpumalanga to the east. These roads also form part of the
Maputo Corridor. Middelburg and Witbank areas provide a halfway stop between Gauteng and
Maputo harbor and the Kruger National Park.
N11 towards Ermelo provides a link in the north south direction. It links KwaZulu Natal’s Richards
Bay in the South and Limpopo in the north; an opportunity establishing a logistics or freight hub
along this route (Hendrina) in order to cater for the transport business. The Loskop Dam Nature
Reserve and the Loskop Dam accommodation (located between STLM and Elias Motswaledi LM)
provide an ideal tourism destination to attract tourists from Limpopo.
The resuscitation of the globally known Botshabelo heritage facility will further revive and grow
tourism in town.
N4-Maputo corridor holds significant opportunities in terms of economic spin off. Specific section
of the N4 between Witbank and Middelburg, as well as the supporting services road and railway line
pose the ideal opportunity for developing a strong activity linkage supporting the Maputo corridor.
141 The Number One African City in Service Delivery, Innovation and Good Governance
Rail transport is restricted to carrying long distance goods with very few passenger services and
no daily commuting service. The importance of the railway line in terms of export potential via
Maputo-Richard Bay harbors should be promoted.
Desirable land use along the mentioned corridors should include agri-processing, service industries
for the agricultural sector, manufacturing, warehousing, wholesale trade, clean industries and
tourism.
7.7. Challenges to Local Economic Development
The scarcity of land for agricultural activities poses a serious threat to the future of emerging
farmers and food security.
Underutilization of land obtained through the restitution process.
Unrehabilitated land after mining has been concluded.
Climate change is also another negative factor that contributes to food security.
The competing land use amongst sectors cause a strain on local economic development
i.e. the competition between mining sector and agriculture poses a huge food security
challenge.
Infrastructure is concentrated in the CBD and the industrial area only to the exclusion of in
townships and rural areas
No clearly articulated policy statements on green economy.
No deliberate plans on assisting informal trading through bylaws, customized infrastructure
and linkages with established businesses. Land use management permits very limited
informal trading.
Not properly developed public transport facility.
Increased level of crime in the CBD with not enough monitoring mechanism.
Dilapidating and degrading CBD including building not properly utilized for what they are
zoned for.
No vibrant township economy.
Lack of innovations to develop other sectors.
7.8. LED Projects 1. Community Works Programme (CWP) The Community Work Programme (CWP) is an innovative offering from government to provide a
job safety net for unemployed people of working age. The CWP is also a great opportunity for
unemployed youth who are actively looking for employment opportunities. The programme gives
beneficiaries that much needed extra cash to make them effective in their search for full-time or
part-time employment. Programme participants do community work.
The Community Works Program was introduced in Steve Tshwete Local Municipality in October
2012.
For the 2016/17 financial year about R10 604 552 was budgeted for on the CWP and the following
wards were identified for the implementation; 1, 2, 3 ,4 ,5, 6, 7, 9 and 29 targeting 1100
participants.
142 The Number One African City in Service Delivery, Innovation and Good Governance
Ward 1: Kwazomokuhle -Ext 1 and Ext 2 Ward 2: Ext 4, Ext 5, Ext 6, and Ext 7 Ward 3: Bramgeham Farm, Uitgesout Farm, Half of Ext 2, Ward 4: Komati Village, Hope Village, Emahlathini Farm, Schoeman Farm, and OTK Farm Ward 5: Pullenshoop, Ward 6: Rockdale, Vaalbank, Lesedi, Naledi villages Ward 7: Sikhuliliwe Village, Rietkuil Village, Arnot Mine, Vlagfontein Farm, Bosmans Farm,
Mooifontein Farm, and Alzu Farm Ward 9: Somaphepha Village, Kwamaketane Farm, Kwamakalane, Emahlathini Farm, Beestepan
Farm, and ButataFarm Ward 29: Doornkop Village (Phase 1 and Phase 2) Focal Areas The CWP is operating in the following sectors:
Environment
Education
Agriculture
Social and Health
Construction sector
Job Creation and Training About 996 participants have benefited in the programme to date. They have been trained in Occupational Health and Safety; Agriculture, Home based care; Community Development, painting to mention just but a few. 2. Expanded Public Works Programme
The EPWP is a nationwide programme covering all spheres of government and state‐owned enterprises that aims to draw significant numbers of unemployed into productive work, accompanied by training, so that they increase their capacity to earn an income. Below in the 2017/18 financial year report for the municipality on jobs created:
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PB01a Public Body Project List with Demographics (Validated projects only) - 20 April 2019
Filters MP313 Province: Sector: All sectors
Project Id Public Body Reference
Number Project Name Sector Name
Allocated Project Budget
Expenditure Days
Employed (year)
Work Opportunities (year)
National Totals 218,039,466 102,022,401 85,805 1,178
Public Body: Steve Tshwete 218,039,466 102,022,401 85,805 1,178
14933-EPWP3M p1100213 BASIC SPORT FACILITIES IN LOW INCOME AREAS
Infrastructure Sector 6,000,000 4,999,934 925 40
22151-EPWP3M P0000066 Develop Cemeteries Rural / Low Income Areas Infrastructure Sector 4,500,000 1,999,897 475 14
71495-EPWP3M P0000178 Develop Park Pongola Street Environment and Culture Sector
700,000 699,949 89 7
58093-EPWP3M P1600030 Fencing at Parks Environment and Culture Sector
700,000 699,810 84 11
14940-EPWP3M 420-579 Garden waste removal Environment and Culture Sector
11,315,000 9,982,358 23,131 166
30423-EPWP3M 533/745 Grass Cutting Environment and Culture Sector
19,619,205 7,687,744 8,336 110
65132-EPWP3M P1000150/P0008219 Hendrina Roads Infrastructure Sector 2,830,000 1,187,062 202 6
22157-EPWP3M P1200112 Highmast Lighting Low Income Areas Infrastructure Sector 7,600,000 2,253,603 60 6
14958-EPWP3M MP/WM425/392/STLM I/G Litter Picking/Street Cleaning Environment and Culture Sector
1,500,000 468,244 1,581 35
14954-EPWP3M MP/ENV-533/392-STLM IG/Beautification Of Parks Environment and Culture Sector
2,400,000 1,161,603 1,268 202
14955-EPWP3M P1100212 IG/Paving - Paving Infrastructure Sector 3,449,641 2,372,712 399 24
14934-EPWP3M p1200116 NEW ROADS IN LOW INCOME AREAS Infrastructure Sector 50,074,415 24,040,918 7,884 101
14929-EPWP3M mp-wm430-580stlm OPERATION AND MAINTENANCE OF MIDDELBURG LANDFILL SITE
Environment and Culture Sector
11,783,300 3,957,377 2,113 15
14930-EPWP3M mp-wm422-580stlm OPERATION AND MAINTENANCE OF REFUSE TRANSFER STATIONS
Environment and Culture Sector
3,924,040 1,371,546 5,171 58
59442-EPWP3M P1800057 Parking Area at Civic Centre Infrastructure Sector 1,200,000 984,652 588 21
64900-EPWP3M P1000119 Rebuild Roads Middelburg Infrastructure Sector 3,000,000 579,349 360 7
72424-EPWP3M P0000134 Renovation of Mhluzi Stadium Infrastructure Sector 2,000,000 1,999,994 323 12
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58104-EPWP3M P1200120 Replace Cables in Problem Areas Infrastructure Sector 8,550,000 7,083,483 265 21
14950-EPWP3M P1000050 Replace Playing Equipmentt Environment and Culture Sector
610,000 414,294 30 13
65024-EPWP3M P1100098/P1100100 Roads Infrastructure Sector 3,750,000 465,530 54 5
46367-EPWP3M P1700035 Second Phase Boskrans Infrastructure Sector 47,000,000 15,333,371 4,107 40
64649-EPWP3M 550-Security Security Services Social Sector 15,953,865 5,927,937 27,249 201
64917-EPWP3M P1800086 Storm water Mhluzi Infrastructure Sector 3,000,000 2,271,253 120 5
58742-EPWP3M P1500020 Upgrade van Blerk Plein Environment and Culture Sector
580,000 579,890 221 14
14946-EPWP3M 1100210 uprading of parks Infrastructure Sector 6,000,000 3,499,892 770 44
7.9. Strategies, Objectives and Projects
Strategic Objective: Facilitate investment and development of strategic infrastructure to unlock growth and job creation
Performance Objectives Strategies Possible Project/ Activities
To create a conducive environment for business investment and growth for job creation Unlocking economic potential through government interventions and capacity building
Encourage long term planning Promoting STLM as an investment destination. Ensuring that all LED proposals in the SDF are implemented Facilitating the establishing of economies that create jobs. Improve the monitoring of the private sector initiatives Facilitate transition to low carbon economy
- Application for SEZ status - Incubation Expansion Project
(MSI, MTI, SAIW) Centre of Excellence
- Developing investment packages - Creating investor friendly process
within the municipality - Facilitating an investment summit
by 2020 - Develop a marketing and
communication strategy - Establish a panel of economic
advisors to Council - Promoting investment along the
N4 development corridor with specific focus on enhancing the stainless-steel cluster in Middelburg
- Finalization of LED nodes, e.g. Node D, flea market
- Revitalize and integrate township industries as per SDF proposals
- Finalize CBD revitalization - Expansion and upgrading of the
current infrastructure in order to meet business and industry development.
- Promoting STLM as an eco-tourism destination of choice.
- Development of Hendrina Mall
- Facilitate the implementation of Community Works Program and EPWP
- Monitor the implementation of all
SLP from mines. - Develop community needs based
SLPs - Identify LED projects/ programs
that require funding. - Strengthen the LED Forum as a
think tank platform for stakeholders
- Strengthen support for recycling initiatives (coal waste, fly ash, municipal waste)
- Promoting the utilization of solar energy
- Monitor the rehabilitation process of the mined land
- Facilitate green expos in rural areas
- Trainings on the green economy for various stakeholders
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Strategic Objective: Facilitate investment and development of strategic infrastructure to unlock growth and job creation
Performance Objectives Strategies Possible Project/ Activities
Creating an enabling environment for small businesses to thrive
Promote agriculture within the municipality Developing a strong SMME sector Developing technical skills relevant to the local economy Review and realign internal policies
- Promote technology driven agriculture.
- Facilitating the development of emerging farmers through trainings,
- Facilitate the beneficiation of local agricultural produce and export finished products
- Reduce imports of finished products
- Make land available for emerging farmers
- Establish partnerships with developed commercial farmers
- Ensure that the municipality’s procurement policies enable equitable access of opportunities to all SMMEs
- Increased participation of SMMEs in the steel manufacturing sector
- Assist in the identification of business facilities for SMME’s development
- Implement enterprise development with the private sector
- Partner sector departments and development agencies to improve the capacity of SMMEs
- Promote the utilization of business hubs (Anglo Zimele, South 32 and ABSA Enterprise Program)
- Strengthen relationship with existing government supported initiative (MSI, HEDC, MTI)
- Promote and facilitate contractor development program
- Facilitated skills audit - Support career expo initiatives - Facilitate the development of an
academy with satellite centres in schools in the Nkangala district – (Maths and Science academy supported by South 32)
- Develop comprehensive skills development plans in partnership with the various Sector Education Training Authorities (SETAs)
- Reduce red-tapes (Process and efficiency improvement, reducing costs of doing business)
- Capacitate units with right skills (institutional capacity)
- Procure the right tools of trade
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Strategic Objective: Facilitate investment and development of strategic infrastructure to unlock growth and job creation
Performance Objectives Strategies Possible Project/ Activities
Reduce the cost of doing business
7.10. Long-term Proposed Investment Plan The municipality is in a process of reviewing the current LED Strategy informed by newly identified
development needs, opportunities, priorities; guided budgeting and implementing process,
unlocking investor potential and creating sustainable economic growth and job opportunities;
measuring economic performance and impact of private investment and create a vibrant township
and rural area economic development.
OBJECTIVE / KEY PRINCIPLE
TARGET / INDICATORS ACTIVITY RESPONSIBLE TIMEFRAME FUNDING/ BUDGET
Principle 1 Create a Hierarchy of functional Towns and settlement
Review of spatial development framework and development of new precint plans
Spatial Planning 2019-2023 Public and Private funders
Principle 2 Ensure equitable access to social infrastructure and the promotion of local economic development by way of MPCCs and agricultural village
Establishment of MPCCs, SMME Hubs. Establishing Agri-Hub and relevant agricultural infrastructure on farms,
Spatial Planning Building Management Local Economic Development DEDT, NDM
2019 – 2023 Public and Private funders
Principle 3 Natural resource development and protection area
Issuing of licensing and mine permits, land availability for mining purposes, agriculture
Spatial planning Dept of Mineral Resources
2019 - 2023 Public and Private funders
Principle 4 Promotion of sustainable land reform and security of tenure via Agri Villages
Improve the capacity of agricultural participants, eg emerging farmers, cooperatives. Accelerate land reform policies
DARDLEA 2019 – 2023 Public and Private funders
Principle 5 Broaden participation in the local industries (mining, manufacturing, agriculture, utilities, etc)
Implementing preferential procurement programs
Mineral Resources, DTI, LED
2019-2023 Public and Private funders
Principle 6 CBD Improvement CBD Revitalization strategy Implementing the city surveillance and crime prevention strategy
Spatial Planning 2019 – 2023 Public and Private funders
Principle 7 Expansion of the incubation program (steel incubation, tooling initiative and welding facility)
Establishment of the Centre of Excellence
LED, DEDT 2019 - 2023 Public and Private funders
Principle 8 Township economy revitalization Township economy revitalization strategy development
LED 2019 - 2023 Public and Private funders
Principle 9 Improving the tourism industry in STLM
Feasibility study and the development of the tourism strategy. Developing catalytic tourism projects (Middelburg dam, hotel and conferencing) Upgrade the road infrastructure on D20 road
LED, PWRT 2019 – 2023 Public and Private funders
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Principle 10 Facilitate the resuscitation of Botshabelo Heritage site – N11 Corridor development
Facilitate an equity or investment partner for the heritage site
LED 2019 – 2023 Private investment
Principle 11 Development and maintaining strategic internal and external linkages
Restructure and relaunch the LED Forum
LED 2019 – 2023 Public and Private funders
Principle 12 Developing a strong SMME sector Establishment of a one stop support centre for SMMEs Implementing the contractor development program
LED , Infrastructure
2019 - 2023 GIZ ABSA
Principle 13 Coordinating the mining industry Developing a coordination mechanism for the mining industry
LED 2019 – 2023 GIZ
7.11. 2019/20 Capital Projects
KPA 3: LOCAL ECONOMIC DEVELOPMENT
Strategic Goal: Promote economic growth and job creation
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT
WARD KPI FROM IDP APPROVED 2019/20 APPROVED 2020/21 APPROVED 2021/2022
FUNDING SOURCE
Corporate Wide Strategic Planning (IDPs LEDs)
Corporate Wide Strategic Planning (IDPs LEDs): (124) Local Economic Development P2000002
Containerised Business Hub: 124
Whole of the Municipality
P2000002: Containerised Business Hub: 124 - - 2 000 000
Nkangala:Capacity Building and Other:NDM: LED PROGRAMMES
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CHAPTER 8. INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
8.1. Introduction
The South African Constitution assigns municipalities the duty of ensuring the provision of basic
services; promoting social and economic development and a safe and healthy environment in which
to live and work. This chapter outlines STLM’s municipal infrastructure and Services.
8.2. Solid Waste Management
Legislative Requirements
National Environmental Management Act 107 of 1998
National Environmental Management Waste Act 59 of 2008
National Waste Management Strategy of 2012
National Environment Management: Air Quality Act 39 of 2004
Occupational Health & Safety Act
Constitution of republic of South Africa
The Municipality provides waste management services that include waste collection, street cleaning,
clearing of illegal dumping, health care risk waste management and waste disposal. Regular solid
waste collection service is provided to business, institutions and households within the jurisdiction
of the Municipality.
Waste collection from residential premises is carried out on a weekly or bi- weekly basis. The total
percentage of households with access to waste removal services is 85% (74419 HH). The Municipal
service has extended the services to all the Municipal towns but excluded the mining towns which
are self-served, Kranspoort, Somaphepha, Sikhululiwe and rural areas. The areas are currently
serviced with either communal skips or through waste transfer stations. The service will probably be
extended to Somaphepha and Sikhululiwe when household numbers justify such action. The
Middelburg area is experiencing spatial growth both residential and business. As a result, the current
Municipal resources cannot meet the demand for waste collection.
Waste disposal is centralized, and all waste collected in the various centres (including garden waste
and builder’s rubble) is transported to the permitted Middelburg landfill site for disposal. The haulage
of waste from Hendrina and surrounding areas creates a huge financial burden on the operating
budget due to fuel and maintenance costs, and the landfill is reaching its lifespan earlier than it was
expected. A multiyear project for the extension of the Middelburg landfill site is underway at a revised
cost of R24m based on the new regulations. Investigations are being done in conjunction with private
sector for the establishment of new landfill site in Middelburg. Feasibility study for the establishment
of disposal facility in Hendrina was conducted. The study recommended that the current waste
transfer station be extended instead of establishing a new landfill site. Further investigations will be
done for the possibility of establishing a new landfill site to service Hendrina and surrounding areas.
The Municipality is providing garden waste services to households in Mhluzi, Nasaret, Middelburg
ext 24, Hlalamnandi and Rockdale. The Integrated Waste Management Plan was reviewed in
2016/2017 financial year. The waste management By-laws are being reviewed and will be
completed in 2019/20 financial year. The Municipal future target is to have a waste information
system, develop and implement environmental awareness programs.
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In order to meet demand for waste removal, vehicles should be purchased annually and replaced
in accordance with council policy. There is still a challenge with the increasing rate of illegal.
Resources (tipper trucks and front end loaders) and must be purchased in order to clear illegal
dumping in the Municipal area. Feasibility studies were conducted for the establishment of landfill
site and material recovery facility in Middelburg and waste transfer station at Rietkuil. Environmental
Impact Assessment study will be conducted for the identified candidate sites. The multiyear project
for the extension of the Middelburg landfill site for R24m (multiyear project) currently underway.
There are nine (09) waste transfer stations in Dennisig, Middelburg Extension 49, Rockdale,
Doornkop, Somaphepha and Sikhululiwe Village, Hendrina, Rietkuil and Komati,
Strategic Objective: Provide safe and healthy environment for the community
Objective: To ensure a clean and healthy environment through the provision of regular waste
removal services to existing and new developments.
In order to protect the environment and health of the community, the Municipality will continue to
render waste collection services as scheduled. Plans to extend the waste collection services to rural
communities through the acquisition of additional resources, providing waste infrastructure to new
developments and procuring of adequate equipment will continuously and consistently be
implemented from year to year. Investigation is being conducted for options to improve waste
collection service.
Strategic Objective: To ensure all new development and services comply with the evolving “Green
Evolution” in order to reduce the carbon foot print.
Objectives: To ensure maintenance of the greenest municipality status.
The Greenest Municipality Competition requires Municipalities to become actively involved in
advancing the objectives of the Green Economy which encompass the need to facilitate the
introduction of initiatives such as greening programmes and introduce programmes which reduce
greenhouse gas emissions in order to minimise the carbon footprint. It is important for the
Municipality to continue delivering innovations within the expectations and requirements of the
Greenest Municipality Competition. The Municipality will ensure that it improves on greening
programmes, introduce new aspects from year to year and submit assessment forms to the Province
quarterly.
To contribute towards the mitigation of climate change impacts.
Climate change has observable and non-observable effects on the environment. The Department
will contribute to combating climate change to protect the environment and human well-being
through the reduction of carbon emissions by implementation of waste minimization projects and
other waste minimization strategies, ensuring pro-green capital equipment procurement and
specifications and align new designs of infrastructure to such imperatives.
To contribute towards the growth of the green economy through implementation of waste projects.
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The project will promote sustainable development, economic growth, quality of life and protect the
environment by reducing the amount of greenhouse gas emissions to the atmosphere through the
introduction of waste minimization projects.
To ensure that people are aware of the impact of waste on their health, well-being and the
environment.
Strategies will be put in place to create public awareness about health impacts of waste through
conducting awareness campaigns throughout the Municipal area. Create awareness on waste
minimization, reuse, recycling in order to reduce the amount of waste generated and disposed at
the landfill site.
To ensure compliance with national legislation/ policies by reducing the amount of waste disposed
at landfill sites through the implementation of appropriate waste minimization strategies.
The promulgation of the Waste Act (Act No. 59 of 2008), shifts the approach to waste management
hence Municipalities must embrace the principles of waste minimisation, reuse, recycling and
energy recovery as the preferred options to waste management over treatment and disposal to
landfill. The Municipality will ensure the introduction of waste minimisation projects and encourage
separation of waste at source and recycling where possible.
8.3. Environmental Management
Legislative requirements
National Environmental Management Act no 107 of 1998
The National Environmental Management: Air Quality Act 39 of 2004
The Protected Areas Act no 57 of 2003
The Biodiversity Act no 10 of 2004
The National Water Act no 36 of 1998
The National Water Services Act 108 of 1997
The National Waste Act no 59 of 2009
Environmental conservation Act no 73 of 1989
Constitution of Republic of South Africa
The current environmental footprint on natural resources consumption and demand pattern clearly
predicts future deficiency in the available resources to meet the population demand. The situation
is further exacerbated by human activities which results in climate change, a phenomenon which its
effects can be witnessed globally. The need to provide services in a sustainable manner and to
preserve our natural resources has been a global challenge , hence the Millennium Development
Goals (MDG), treaties to which South Africa is a signatory to such as the Montreal protocol and
Basel convention.
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The promulgation of the National Environmental Management Act, Act 107 of 1998 (NEMA) and the
subsequent pieces of legislation legitimised environmental sustainability in development planning,
service delivery and infrastructure development. This means that our attempts and efforts to meet
the needs of the current generation should not impact negatively on the ability of future generations
to meet their own. Environmental sustainability should therefore be considered and incorporated in
development planning in national, provincial and local spheres of government.
The Municipal Systems Act, Act 32 of 2000, (MSA) is framework legislation for local government
and it introduces the developmental local government. The Act further stipulates that basic services
should be delivered in a sustainable manner while promoting socially equitable development.
Through the MSA municipalities are required to adopt a more sustainable approach to planning and
development as embraced in the South African Constitution as well as in other policies and
legislative enactments relevant to Local Government. The growing municipal population, economy
and industrialization will have adverse impacts on the availability of natural resources and
environmental quality if measures are not put in place to ensure sustainable development.
The municipality made strides in environmental issues by developing the environmental
management policy and establishing an environmental management forum. Environmental
Management policy will be reviewed to include sand mining issues. Municipal by-laws will be
developed to control sand mining.
With regard to air quality, monitoring stations exist within Mhluzi and Middelburg for ambient air
quality monitoring. The air quality plan and air quality by-laws will be developed in order to control
and regulate emissions in the Municipal area.
Strategic objective: To secure ecologically sustainable development and use of natural resources
while promoting justifiable economic and social development
Objective: To Promote biodiversity and environmental conservation
The municipality must ensure that environmentally sensitive areas are identified, rehabilitated and
continue to be monitored in order to conserve biodiversity and prevent environmental degradation.
Objective: To ensure that all developmental activities are conducted in a sustainable manner.
The municipality must ensure that all proposed developments within STLM are environmentally,
socially and economically sustainable through participation in EIA processes and development of
environmental assessment tools that will guide future development e.g. Strategic Environmental
Assessment (SEA), life cycle assessment. Etc.
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Objective: To monitor the level of pollutants in the atmosphere through ambient air quality
monitoring and implementation of mitigation measures
This will be achieved through sampling and analysis of specific parameters from the atmosphere as
detected by the air monitoring stations particulate matter (PM10), Sulphur dioxide (SO2) and Nitrogen
dioxide (NO2) which are the primary pollutant within the jurisdiction of STLM.
Objective: To contribute towards the mitigation of Climate change impacts
The department will initiate and implement strategies that will reduce carbon footprint in
collaboration with other stakeholders within the energy and waste sector from government, private
and NGOs.
Objective: To ensure that communities are well informed on environmental issues through the
provision of education and awareness programs.
The National Environmental Management principles requires that ‘Community wellbeing and
empowerment must be promoted through environmental education, the raising of environmental
awareness, the sharing of knowledge and experience and other appropriate means’. The
Municipality should therefore ensure that equitable and effective participation is achieved through
the participation of vulnerable and disadvantaged persons.
8.4. Climate change adaptation and mitigation
Climate change is a change in the pattern of weather, and related changes in oceans, land surfaces
and ice sheets, occurring over time scales of decades or longer (Australian Academy of Science).
Mitigation (reducing climate change) involves reducing the flow of heat-trapping greenhouse gases
into the atmosphere, either by reducing sources of these gases (for example, the burning of fossil
fuels for electricity, heat or transport) or enhancing the “sinks” that accumulate and store these
gases (such as the oceans, forests and soil). The goal of mitigation is to avoid significant human
interference with the climate system, and “stabilize greenhouse gas levels in a timeframe sufficient
to allow ecosystems to adapt naturally to climate change, ensure that food production is not
threatened and to enable economic development to proceed in a sustainable manner” (United
Nations Intergovernmental Panel on Climate Change, 2014).
Adaptation (adapting to life in a changing climate) involves adjusting to actual or expected future
climate. The goal is to reduce our vulnerability to the harmful effects of climate change, like sea-
level encroachment, more intense extreme weather events or food insecurity. It also encompasses
making the most of any potential beneficial opportunities associated with climate change, for
example, longer growing seasons or increased yields in some regions. While climate change is a
global issue, it is felt on a local scale. Cities and municipalities are therefore at the frontline of
adaptation.
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The Mpumalanga Highveld is home to twelve of Eskom’s coal-fired power stations, Sasol’s
operations, Highveld Steel and Vanadium, Columbus Stainless Steel, Samancor, Rand Carbide,
Vanchem, Exxaro Zincor, and many other mines and industries. This makes the Mpumalanga
Highveld highly susceptible to various types of pollution, especially air pollution that may contribute
to the degradation of the natural surrounding environment. An Air Quality Management Plan (AQMP)
has been developed for the area and polluting industries are required to develop emission reduction
plans to limit air pollution. The NEM: AQA (Section 15 (2) requires Municipalities to develop Air
Quality Management Plans (AQMPs) that seek to improve air quality by identifying and addressing
emissions that have a negative effect on human health. The Municipality one ambient air quality
monitoring station located in Mhluzi, Middelburg.
The Steve Tshwete first Greenhouse Gas (GHG) Inventory was conducted in 2012 using data from
2012 calendar year as the baseline year. The GHG inventory is compliant to the international
accounting protocols, techniques and methodologies of both International Local Government
Greenhouse Gas Emissions Analysis Protocol (IEAP) version 1.0 and the Global Protocol for
Community-Scale Greenhouse Gas Emissions (GPC).
The main aims of the Steve Tshwete LM AQMP are:
to ensure sustainable implementation of air quality standards within the Steve Tshwete LM;
to comply with the Bill of Rights as enshrined in the Constitution of South Africa (South Africa,
1996) of every citizen having the right to live in an environment that is free of pollution;
to recommend the methodology and processes for the monitoring of pollution parameters
consistent with national, provincial and local norms and standards;
to evaluate the existing air quality monitoring system in the Municipality and make
recommendations for an effective air quality monitoring programme;
to review the protocol for data collection, processing, quality control and assurance;
to review the protocol for interpretation and archiving of reports;
to establish an emission inventory of the study area by identifying sources, quantifying
pollution and capturing these in geographic information systems (GIS);
to initiate an air pollution dispersion modeling system; and
to ensure the provision of sustainable air quality management support and services to all
stakeholders within the Steve Tshwete LM.
ICLEI Africa, through the Urban-LEDS II project, provides support and guidance to Steve Tshwete,
among 8 Municipalities in South Africa and over 60 local governments internationally, to implement
integrated low emission and resilient development, offering guidance, tools and technical
assistance, mobilizing cities to commit to the Global Covenant of Mayors for Climate & Energy
(GCoM), exploring access to financing and supporting multilevel governance to enable effective
action. In Steve Tshwete, specific outputs include:
1. A second Greenhouse Gas Inventory and training
2. The first Municipal Hazard and Risk and Vulnerability Assessments and training
3. Capacity building on climate action
4. Peer-to-peer exchange and capacity building on climate financing and project preparation
5. Attendance of international climate conferences
6. Demonstration project to show the benefits of low emissions development
7. Brokered contact with potential project funders, such as the French Development Agency
8. Site visits to learning about sustainable and innovative service delivery and infrastructure
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9. Support to attend national and provincial climate change and just transition forums
10. Support to establish an interdepartmental climate change committee within the department.
Vulnerability analysis and assessment
Adaptation Planning Workshop was held on 6 November 2018 and the purpose of the workshop
was:
Capacity building on climate adaptation
To ground truth the current draft risk and vulnerability assessment with departments in the
Municipality, district Municipality and Provincial Government
To co-develop information on hazards, risks and vulnerabilities in Steve Tshwete.
Vulnerability of a settlement is based on its socio-economic position, economic diversity, population
pressure, level of service delivery, and the state of the environment.
Understanding climate change
https://www.nps.gov/goga/learn/nature/climate-change-causes.htm
The National Climate Change Response Policy (NCCRP) White Paper states that local government
plays a crucial role in building climate resilience through the provision of Municipal infrastructure
and services; appropriate planning of human settlements and urban development; water and energy
demand management; and local disaster response, amongst others. The paper suggests that
climate change considerations and constraints will be integrated into Municipal development
planning tools such as Integrated Development Plans (IDPs) and Municipal service delivery
programmes.
In order for the Municipality to respond to issues of climate change must develop Climate Change
Response Policy and Climate Change response Strategy. The strategy will focus on the benefits
and opportunities for the Municipality to respond to climate change challenges, which will include
the following:
Promotion of the green economy drives new business opportunities
Public transport reduces pollution, congestion and maintenance
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Improved mobility
‘Greener’ building standards improvements
Expanded public works programmes that restore and improve the natural resource base
such as the rehabilitation of wetlands, planting trees and clearing alien plants, creates jobs
and enhances important ecosystem services such as water and food provision, flood
protection and air quality
Urban greening initiatives (planting trees/shrubs in the urban area) assists micro-climate
regulation, acts as a carbon sink and provides in intangible ecosystems services such as
sense of place.
The strategy will assist the Municipality in aligning its activities to meet these International
commitments, and National and Provincial climate change related policies and legal requirements.
In order to determine the links between climate change, changing environmental conditions and the
impacts of these, a rapid vulnerability assessment (RVA) was also undertaken. Vulnerability,
according to the IPCC is “the degree to which a system is susceptible to or unable to cope with,
adverse effects of climate change, including climate variability and extremes” (IPCC, 2006). The
RVA informs the response actions for the Municipality, using guidance as provided by the Lets
Respond Toolkit as well as various methodology literatures in the public domain.
Vulnerability was determined by:
Assessing existing and future stresses to the system
Identifying future climate change impacts projections for the Municipality (exposure)
Determining the degree of sensitivity and adaptive capacity of the system.
There are three main climate vulnerable groups which are the sick, elderly and children.
Factors that affect adaptive capacity
Current level of Service Delivery: energy access, water and sanitation, roads
Planning: access, type of housing, density
Socio-economic: income levels, employment levels, safety and security, household size
Demographics: children & youth, elderly, population growth
Environmental: no. of people located in areas of environmental risk, level of
environmental degradation, land care
Governance: strong institutions or organisations, policy certainty, political stability, strong
intergovernmental relations, plans and strategies, appropriate legislation and policies
Resources: financial, social network, technical skills, staff
Priority climate change response actions
The table below provides a summary of the priority climate change response actions for the
Municipality.
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Action Response action
Land use planning and
human settlements
actions
Consider climate change impacts, risks and
vulnerable areas in land use decision making
Incorporate climate change considerations
into the development and update of various
land use and human settlement planning
documents
Economic
Development actions
Integrate and mainstream climate change
considerations into LED strategy development
Improve resource allocation for climate
change adaptation and adaptive capacity and
mitigation measures
Develop and include mechanisms for climate
change adaptation in the LED Strategy
Lobby developmental agencies and sector
departments to assist in establishing of SMME
in the green economy sector
Working with training institutions to train
candidates on green economy (waste
management)
Water and sanitation Include climate change considerations into
water sector related strategies and planning
Implement loss/leakage reduction strategies
though water conservation projects
Storm water, roads and
rail
Consider and incorporate climate change
considerations into Storm Water Master
Planning
Consider and include eco-mobility to be in
integrated transport planning
Electricity and Energy Include climate change considerations into
energy and electrical infrastructure and
master planning
Develop and implement energy efficiency
plans for municipal owned buildings
Investigate, develop and implement municipal
by-laws that promote renewable energies and
energy efficiency
Disaster Management Include climate change considerations into
Disaster management plan
Social
services actions
Engage with traditional leaders and capacitate
them on climate change issues and their role
in adaptation
Parks and
Conservation
Include all key ecological infrastructure for
conservation and management
Waste management Promote the green waste economy and
promote climate change strategies
159 The Number One African City in Service Delivery, Innovation and Good Governance
Agriculture Encourage research and include findings into
support agricultural extension services to
small-scale and large commercial farmers
Increase agricultural activities to diversify local
economy
Mining and Forestry Promote and encourage sustainable energy
and water use and management practices
Facilitate forestry partnerships and research
to be undertaken
DMR to implement post mining pledges
(rehabilitation of mined areas)
8.5. Water Services
Legislative Requirements
National Water Act
Water Services Act
Regulations for the Blue and Green Drop processes
Mine Water Regulations (GN 704)
Water Services By-Laws
Water services are provided in 95.6% households in the STLM with a backlog of 4.31% mostly in
rural areas and the municipality’s Blue drop status was at 97.1% in 2013/14 financial year
In the holiday towns of Kranspoort and Presidentsrus (Proclaimed town ship) the communities also
have a full level of service. Villages and CPA lands are in general served with systems fed from
boreholes, using communal taps, with the systems meeting the criteria for a basic level of service
in line with RDP standards.
In the rural areas the municipality has initiated a program to provide basic water (25 L per person
per day) to households. Supply consists of elevated 5 kl plastic storage tanks supplied mainly by
mobile tankers, and in some instances from existing borehole installations or, in isolated cases by
municipal borehole pumps. More than 150 of these tanks have been erected and water is provided
to 550 HH in Rural Area, illustrating the commitment of the municipality to meet the needs of its
community. Supplying water by tanker is quite expensive, and the cost is currently (2018) in excess
of R166 per kl compared to less than R9 per kl in urban areas. As a result of this strategy the
municipality has been successful in virtually achieving the goal of eradicating the backlogs in water
services in the Municipal area. The sustainability of the method remains questionable though.
Insufficient raw water and ageing of infrastructure in the long term will affect industrial and economic
growth. Investigation of possible use of Reclaimed Mine water and resources to exploit expansion
to new areas is at an advanced stage.
Strategic objective: Plan, develop and maintain infrastructure and facilities
160 The Number One African City in Service Delivery, Innovation and Good Governance
Objective: Provision of safe and reliable drinking water
The municipality is responsible to ensure that all infrastructures is maintained and kept in working
condition and provide new infrastructure for new services such as new water networks, reservoirs
etc. All household should have access to drinking water.
The Department of Water & Sanitation adopted a standard on water quality suitable for drinking.
Therefore all water service providers should comply with SANS 241 for drinking water and should
have the water analyzed as per the Blue Drop requirements.
8.6. Sanitation
Legislative Requirements
National Environmental Management Act
Water Services Act
Regulations for the Blue and Green Drop processes
The provision of sanitation services to the 86713 Household as per the 2016 community survey is
a high priority in the Municipality. The urban areas of Middelburg, Mhluzi, Hendrina, Kwazamokuhle,
Komati/ Blinkpan, Rietkuil and Pullenshope are all served with waterborne sewerage systems.
Waterborne sewerage systems linked to septic tanks are used in the holiday towns of Kranspoort
and Presidentsrus, and on many farms. The only exception in urban context is Newtown, in Mhluzi.
This area serves as temporary accommodation for approximately 2 600 households awaiting
allocation of low cost housing and is served with communal dry composting toilets at one toilet per
four households, which is inadequate.
The municipality is providing sanitation services to about 89.94% of all households with a backlog
of 10.6%. In order to address the backlog the municipality has as a result adopted a policy of
providing dry composting toilets which is an intermediate service level particularly in the villages and
rural areas. The municipality has also embarked on a project to provide dry composting toilet units
where concentrations of farm workers live.
Users have complained about the maintenance challenges associated with the technology and a
professional independent assessment was carried out, the municipality is busy piloting, flush
sanitation in the rural areas using grey water. High maintenance cost on the aged equipment as
waste water treatment plants reached their design life particularly for Boskrans WWTW has become
a major problem. Upgrading works are in progress in order to avoid massive failure.
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Objective: Release effluent that meets the license conditions/ requirements, set standards
Contribute towards the mitigation of climate change impact
The Municipality is responsible for maintenance on the waste water treatments and upgrading of
waste water treatment plants and sewer networks. Provide new sewer network connection for the
161 The Number One African City in Service Delivery, Innovation and Good Governance
new developments. Regular blockages of main sewer lines is mainly caused by the misuse of the
network by the dumping of foreign objects in the system. The Department of Water and Sanitation
has set up a standard practice to all Water Services Authorities to comply with the discharge of
waste water and should comply with the permit conditions. The treated waste water has to be tested
on regular basis as per the Green Drop requirements.
8.7. Roads and Storm Water
Legislative Requirements
National Land Transport Act no 5 of 2009
Occupational Health and Safety Act 1993
National Road Traffic Act 1996
National Environmental Management Act no 107 of 1998
The roads infrastructure of the municipality comprises of 823km Municipal roads, 758km of
Provincial roads and 270km of National Roads. The Roads & Storm water section is responsible for
the maintenance of all municipal roads. The majority of municipal roads are tarred and paved, with
gravel roads comprising of 21% of all municipal roads. The condition of roads is mainly fair to good,
with a proportion of 15% being in very poor condition.
A vigorous process of tarring roads in the past few years has left most of the roads in urban areas
tarred. The Municipality has new developments that previously had no access which is contributing
to expansion of road network. Provision is made in each financial year for the tarring of a certain
number of kilometers of roads. The plan is to continue tarring more roads in the urban areas and to
maintain gravel roads in the rural villages. The huge increase in the price of bitumen products is
however a challenge which means that lesser roads will be tarred with the funds that will be available
in future budgets.
The existing road network and bridges in the Municipal area is assessed every five years to properly
plan and implement preventative maintenance, safer roads and bridge structures. Roads in the rural
areas are graded and maintained on a regular basis. Regular planned maintenance is crucial to
ensure that roads are serviceable and can address rising demand, which in turn makes the cost of
maintenance to escalate.
Increasing heavy traffic volumes using municipal roads, high cost of bitumen are a real threat to the
sustainability of the road network. A Roads Master Plan has been developed to address some of
the identified future needs and challenges. The major concern is that all freight routes converge in
Middelburg. The proposed N11 Eastern By pass route will provide much needed relief for the CBD
by offering an alternative route for heavy vehicles travelling from Groblersdal, Belfast, Steelport,
Bethal, Hendrina and Stoffberg.
The Municipality plans to pave each year as many sidewalks as the budget allows where there is
high number of pedestrians.
162 The Number One African City in Service Delivery, Innovation and Good Governance
Backlog on developed areas with tarred road and no adequate stormwater drainage system is still
a big challenge. Municipality plans to develop a stormwater master plan in order to assist with
addressing issues pertaining to the stormwater drainage within the municipality. The stormwater
master plan will be used to prioritize project proposals for solving the storm water problems in each
area.
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Objective: Plan and develop the roads and stormwater infrastructure
The municipality is responsible for, the repairs and maintenance of road roads, cleaning of
stormwater drainage system to maintain free flow stormwater, upgrading of gravel roads to surfaced
roads, installation of new storm water drainage systems, rehabilitation of existing roads, and re-
gravelling and blading of gravel roads in rural and urban areas an on regular basis.
8.8. Electrical Engineering Services
Legislative requirements
Electricity Act 41/1987
Electricity Act 4 of 2006
NERSA regulations
Occupational Health and Safety Act no 85 of 1993
The Millennium Development Goal states that 97% of households must have universal access to
electricity by 2025. Access to electricity will alleviate poverty as the use of electricity supports lighting
and cooking facilities. The 2016 community survey figures depicted that there were 86713
households in the municipal area of which 90.1% households had access to electricity. This backlog
is made up of backyard dwellers, rural and farm dweller homes. Eskom supplies electricity to the
rural and farm dweller homes. The provision of electricity is guided by the Electricity Master plan
that was developed and adopted in 2006 and reviewed in 2016 (adopted in 2017). The municipality
supplies, upgrades, and maintains electricity to formal townships in terms of the license agreement
from NERSA. To date all households serviced by the municipality have access to electricity.
Indigents receive 50 kWh free basic electricity at 20 Amp on a self-targeting basis. Free basic
electricity can only be given to customers who have an individual account with Eskom or the
Municipality. Area lightning must be provided by Council to all formal villages and townships within
the MP 313 area and this process is unfolding to areas not currently have either streetlights or
highmasts.
There is a shortage of electrical supply capacity from Eskom to the newly built council substations
which is being caused by Eskom’s bureaucratic processes. The present tariff increase of Eskom
restricts increasing tariffs to cover the costs for new developments. NERSA restricts Municipalities
to a certain percentage for tariff which prevents capitalization of the new developments. To reduce
the carbon emissions an integrated energy efficiency management system must be developed and
to deal with growing energy demand alternative energy sources are currently being investigated.
163 The Number One African City in Service Delivery, Innovation and Good Governance
The Municipality is faced with big challenge of ageing infrastructure with most of critical equipment
already exceeding its useful life and refurbishment of this, including upgrades emanating from
growing demands is ideal and the current economic challenges make it difficult to attend to this. The
Municipality has installed Quality of Supply instruments in all of its strategic points and this is
monitored regularly to ensure compliance with Distribution license requirements.
The Infrastructure Services Department has a short to medium term infrastructure plan drafted for
new developments. These developments are included in the IDP. The infrastructure plan also
indicates this shortage in electrical supply capacity from Eskom and when such applications must
be made to increase the supply capacity. Applications must be made timeously to Eskom with the
objective to get fixed firm prices for the cost to increase the supply capacity. Presently discussions
are being held with an independent power producers to supply electricity to Council to alleviate the
shortage of electricity supply from Eskom
Strategic objective: Plan, develop and maintain infrastructure and facilities
Objectives:
To provide efficient and sustainable electricity supply to the consumers throughout the
municipal area
To encourage the use of alternative energy to consumers with or without access to the
existing electricity grid.
In order to accommodate new developments a short to medium term infrastructure plan has been
developed. The municipality intends to continue maintaining the existing electrical equipment and
upgrading on a five (5) year budget. Networks will be monitored by Control Officers to ensure
continuity and maintenance of medium and high voltage equipment. The municipality will continue
to provide free basic electricity to indigent customers on a self- targeting base whereby the indigent
applies to be on a 20 Amp circuit breaker and 50 kWh free basic electricity per month
The total energy losses vary between 7 and 10% which is in line with the actual technical losses.
The municipality will strengthen the audits of all energy meters every second year to ensure
correctness and verify that tempering is not taking place. The aim is to also ensure cost effective
tariffs and reduce theft. To ensure sophisticated energy management municipality is looking at
different avenue including rolling out intelligent metering.
8.9. Cemeteries
Legislative Requirements
National Environmental Management Act
Biodiversity Act
National Heritage Resources Act
Occupational Health & Safety Act
Water Act
Environmental Conservation Act
Conservation of Agricultural Resources Act
164 The Number One African City in Service Delivery, Innovation and Good Governance
Currently 11 cemeteries are maintained of which 5 cemeteries are in use. During the past 5 years
an average of 1650 funerals took place annually. There are no municipal developed cemeteries in
the rural areas and in the mining and Eskom towns such as Pullenshope, Rietkuil, Komati/Blinkpan
and Doornkop. In some cases families have to travel far to bury their loved ones. No council land is
available in or around these towns and suitable land for the development of cemeteries.
To address the increasing demand on cemeteries, land will have to be identified and negotiations
to buy suitable property will have to be made. Where no suitable land is available communities will
have to make use of the regional cemeteries throughout the MP313 area. Although cemeteries in
the urban areas are provided for, availability of space for burying and related services are fast
becoming a problem. New township developments should make provision for cemeteries where
possible and processes should be included in the EIA in order to prevent duplication. Old cemeteries
require upgrades and major maintenance in order to ensure uniformity of standards throughout the
MP313 area.
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Objective: Develop, upgrade and maintain cemetery facilities.
The municipality intends to meet the ever increasing demand for cemetery space by providing new
burial facilities. Furthermore, burial sites will be maintained well after the cemetery has reached its
maximum capacity, out of respect for the people buried and for the convenience of loved ones
visiting the sites years after.
8.10. Sports and Recreation Facilities, Parks, Playing Equipment and Greening
Legislative Requirement
National Environmental Management Act
Biodiversity Act
National Heritage Recourses Act
Occupational Health & Safety Act
Water Act
Environmental Conservation Act
Conservation of Agricultural Resources Act
Forestry Act
Safety at Sport and Recreational Events Act
The provision of sport and recreation facilities, parks, playing equipment and green areas are
currently managed and provided by the Department of Physical and Environmental Development.
Provision for the commonly practiced sporting codes like rugby, soccer, tennis, cricket etc. is at a
reasonably acceptable level in the urban areas. In the rural areas only basic sport facilities like
graded soccer fields and basic multipurpose facilities are provided. The need for the provision of all
these community facilities in both the urban and rural areas is still great, as indicated at most IDP
meetings. However, the availability of suitable council land remains a challenge.
165 The Number One African City in Service Delivery, Innovation and Good Governance
The municipality strives to ensure that all new township developments make provision for sport
facilities and space for graded soccer fields at least a minimum size of 11 000m². Access to sport
for previously disadvantaged communities still remains a challenge as the land around the
settlements is not easily convertible to sporting surfaces for various geophysical reasons.
The environmental hazards have cautioned the world to recognise the importance of natural
ecosystems which are at the core of human survival. The municipality is no exception in
experiencing environmental challenges especially with the rapid urban growth that poses a threat to
the environment. As a result the municipality is employing strategies such as the greening of cities
by planting trees. 8000 trees are propagated and 5000 planted annually in line with our Green
Development Strategy as a contribution towards the mitigation of climate change impacts.
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Objective: Develop, maintain and upgrade recreational facilities.
With the ever demanding lifestyles of modern times, it is necessary to ensure that people have
access to facilities for relaxation of choice, whether for hard core sport or for recreation activities.
Professional development for the young and amateurs requires facilities of acceptable minimum
standards at the beginning of their careers.
Our fast developing towns and townships leaves a demand for well-developed open green areas to
ensure healthy lifestyles are maintained. The municipality intends to contribute towards the
community cohesion and social interaction by creating well developed open spaces within the
residential areas, Children recreational play areas(play equipment, informal play) and passive
recreational zones (benches, lawn areas). Well developed and maintained open spaces ensure that
the value of open and green areas is recognized and preserved by the community.
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Objective: To contribute towards the mitigation of climate change impacts.
The earth needs to be looked after and saved for future generations. By planting trees planted
developing and maintaining open areas, the municipality ensuring that environment is protected and
preserved.
8.11. Community Facilities (Buildings)
Legislative Requirements
National Building Regulations and Standards Act No. 103 of 1977
Construction Industry Development Board Act
Occupational Health and Safety Act
Architectural Professions Act
Green Buildings Policy
166 The Number One African City in Service Delivery, Innovation and Good Governance
Municipal Buildings include amongst others, the provision of new municipal buildings and structures
and their maintenance, throughout the MP313 area. The municipality’s success is dependent on
interaction with other internal and external departments to ensure accurate needs assessment and
planning for new developments and the necessary maintenance of existing structures. The
challenge faced by the municipality with regards to the Thusong centers is the failure of other
governmental sector departments to commit to the usage and occupation of completed buildings.
Other challenges are:
Maintaining municipal buildings for various departments within the allocated budget while ensuring
compliance to green development; as resources are scarce
Lack of capacity to deliver projects by contractors and suppliers
Vandalism and theft at the municipal buildings that occur frequently
Lengthy Supply Chain processes that are legislated
Strategic Objective: To provide municipal buildings and facilities while upgrading existing ones.
Objectives: To provide easily accessible facilities whilst adapting, upgrading and maintaining
existing ones.
Most of the existing community buildings and facilities were designed and built without taking
cognisance of the needs of persons with disabilities. To rectify this, the old buildings will be retro-
fitted or upgraded and maintained with the inclusion of such additional disabled-friendly features.
New buildings must include the features as part of deliberate design.
To maintain a healthy and safe environment for the local community visitors and employees.
The Health and Safety Act requires that all buildings be annually audited for Health and Safety
compliance in order to guarantee the safety of all users including visitors. The municipality shall
strive to comply with all aspects of the said piece of legislation within all its buildings and facilities
for the benefit of the public and employees as well. Recommendations of the annual audits shall be
included in budgets and implemented.
To provide new Thusong facilities whilst upgrading existing ones.
Thusong centres are being built in all areas of high population density throughout the MP313 area. Communities shall benefit from a variety of public and commercial services clustered together thereby ensuring integration and intensification of various land uses. Such centres are being strategically located for easy access to public services while promoting nodal commercial growth. Existing centres shall be upgraded to improve services to the public on a demand-driven basis according to IDP priorities.
To promote the construction of Green buildings that minimise wastage of scarce resources thus
ensuring a low carbon foot-print
The Green Development Strategy adopted by Council in response to various national and global
imperatives requires that municipal buildings be adapted or retro-fitted in order to minimize energy
usage and promote the use of natural resources and local materials where possible. Maintenance
or running costs of such buildings are therefore expected to be very low thus minimizing the green-
167 The Number One African City in Service Delivery, Innovation and Good Governance
house gas emissions and lowering the carbon foot-print. New buildings shall be designed and built
in full compliance with national and local aspirations within the new Green Buildings policies
Green Drop requirements.
8.12. Strategies, objectives and projects
Municipal Infrastructure and Services
Solid Waste Management
Strategic Objectives: Provide safe and healthy environment for the community
Performance Objectives Strategies Possible Project/ Activities
Ensure /provide a clean and
healthy environment
Manage and
contribute/rendering a clean
and healthy environment
Rendering of waste removal
services to communities
Construction and Upgrading of
waste transfer stations/minisites
Facilitate long-term planning
- Provide waste removal
services in Somaphepha,
and Sikhululiwe.
- Provide receptacles for
household waste, transfer
stations, business areas and
the streets.
- Clear illegal dumping
- Purchase of specialized
vehicles.
- Purchase adequate
bins/bags and equipment for
the removal of garden waste
from identified residential
areas.
- Upgrading of waste transfer
station in Hendrina
- Upgrading/establishment of
waste transfer station in
Rietkuil
- Establish waste minisites
- Reviewing of IWMP
Maintain and provide
compliant waste disposal
sites according to permit
conditions
Compliance with permit
requirements for landfill site and
waste transfer stations
- Construction the Middelburg
landfill site
- Auditing of the sites
- Implement audit
recommendations
- Developing new landfill sites
Promote waste minimisation Introducing the sorting from the
households, businesses and
Municipal buildings
- Separation at the source
projects
- Provide receptacles for
waste minimization.
Formalization of all the reclaiming
activities
- Establishment of reclaimers
data base
Introduction of waste minimization
projects.
- Establishing recycling
facilities in Middelburg,
Hendrina and Rietkuil
- Establishment of Material
Reclamation Facility (MRF)
in Middelburg.
168 The Number One African City in Service Delivery, Innovation and Good Governance
- Establishment of compost
facility
- Establish school recycling
projects.
- Establish environment forum
- Develop a waste
management newsletter.
- Establish recycling facilities,
i.e buy back centres
- Establish recycling
processing plants
Contribute towards the growth
of the green economy
Creation of new jobs in waste
management.
Encouraging the participation of
SMEs and cooperatives in waste
service delivery and recycling
- Extending street cleaning
services at Komati,
Pullenshope, Hendrina and
Rietkuil.
- Investigate viable green
projects
To maintain and safeguard
Municipal and community
facilities
Implementation of security
measures
- Fencing of transfer stations
- Guardhouse at waste
transfer stations
169 The Number One African City in Service Delivery, Innovation and Good Governance
Environmental Management
Strategic Objective: Provide safe and healthy environment for the community
Performance Objectives Strategies Possible Project/ Activities
Ensure clean and healthy
environment
Compliance with environmental
legislation
- Procurement of air quality
monitoring equipments
- Monitoring of air pollution
within Steve Tshwete
Municipality
- Water sampling for
bacteriological and chemical
analysis
- Review of Environmental
Policy
- Development of air quality
plan
- Development of sand mining
bylaws
- Application for sand mining
permit
- Review of bylaws ( Noise,
Air, Nuisance)
- Awareness programmes
- Control of nuisance
- Control of noise
- Control of dust
- Vehicle emission testing
- Monitoring of water pollution
- Monitoring of land pollution
Promote biodiversity and
environmental conservation
Develop and implement
biodiversity management
programme
- Development of Biodiversity
management plan
- Rehabilitation of wetlands
Promote sustainable
development
Developmental activities are
conducted in a sustainable
manner.
- Review of EIA applications
- Conduct inspections
Water
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
To provide quality and
reliable water supply
Upgrading and maintain existing
water infrastructure
Utilize possible alternative sources
to augment the current water supply
Finalise the draft short to medium
term Infrastructure Plan.
Upgrading, expansion, refurbishment and maintenance raw water storage facilities, Water Treatment Works and bulk services infrastructure
- Upgrade bulk infrastructure
services.
- Refurbish and replace
equipment, pump sets,
valves, flow measuring
devices, telemetry, pipeline
and fittings in Middelburg
Dam, Middelburg Dam pump
station and Walters’ Weir
pump station.
170 The Number One African City in Service Delivery, Innovation and Good Governance
Water
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
To provide quality and
sufficient water supply and
to ensure an environment
not harmful to human health
or wellbeing
Upgrading and maintain existing
water infrastructure
Utilize possible alternative sources
to augment the current water supply
Finalise the draft short to medium
term Infrastructure Plan.
- Upgrade equipment, pump
sets, valves, flow measuring
devices, telemetry, pipelines
and fittings in Middelburg
Dam, Middelburg Dam pump
station and Walters’ Weir
pump station.
- Upgrade civil, mechanical and
electrical equipment Witbank
Dam pump station.
- Upgrade and replace
equipment and pipeline
Vaalbank WTW.
- Upgrade and replace
mechanical and electrical
equipment Kruger Dam WTW.
- Upgrade and replace
mechanical and electrical
equipment Presidentrus
WTW.
- Install bulk flow meters at
Vaalbank, Presidentrus,
Hendrina and Krugerdam
WTW
- Upgrade drinking water
treatment processes at Water
Works.
- Replace existing water supply
line from Woestalleen to
Hendrina WTW.
- Pump station at Doornkop
- Replacement of valves in bulk
and networks line.
- Upgrade telemetry system at
WTW and supply network
- Replace plant and equipment
Vaalbank WTW.
- Upgrading of pump line
between Vaalbank and
Skietbaan.
- Upgrading of pump line
between Vaalbank and
Nasaret.
- Replace mechanical and
electrical equipment at WTW
and pump stations.
- Replace water pipes, valves
and meters in Middelburg,
Mhluzi and rural areas and
villages
171 The Number One African City in Service Delivery, Innovation and Good Governance
Water
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
To provide quality and
sufficient water supply
To provide quality and
sufficient water supply
Upgrading and maintain existing
water infrastructure
Utilize possible alternative sources
to augment the current water supply
Finalise the draft short to medium
term Infrastructure Plan.
- Replace pump and panel at
Komati tank
- Refurbish Elevated storage
tank Koornfontein.
- Replace valves in bulk and
reticulation water network.
- Upgrade command and
distribution reservoirs
capacity.
- Upgrade bulk water storage
for Middelburg Ext 24
- Utilization of reclaimed mine
water from the mines
Optimum & South 32.
- New pump station and pump
line from South 32.
- Pipeline from Middelburg
mine to Pienaarsdam
- Upgrading existing supply
from Optimum by increasing
the size of the pump line.
- Drill boreholes and transport water to farm settlements. Ward 4,5,7,6,9,29
- Upgrade / Replace old water
networks.
- Replacement and upgrade
bulk pipelines between
reservoirs.
- Construction of pump line
from Woestalleen to
Hendrina.
- Refurbish and upgrade storage tanks and reservoirs.
- Finalize the draft Water and Sanitation Master Plan.
- Finalize the draft Water Conservation and Water Demand Management Plan.
- Implement Asset Management Programmes.
- Manage water infrastructure assets
- Conceptualize and Install
smart technology water
management software and
hardware, and water demand
modeling software.
Provide water infrastructure for new developments. Eradicate backlogs of water supply in the rural areas
Construct new water infrastructure
- Rockdale North and Somaphepha
reticulation network.
172 The Number One African City in Service Delivery, Innovation and Good Governance
Water
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
To provide reliable water
supply services
To provide quality and
sufficient water supply
- Reservoir for Kwaza Ext 9,
Pullenshope and Rietkuil.
- Construct new reservoir for
Kwazamokuhle.
- Aerorand South & West,
Dennesig North, Middelburg Ext
42 and Ext 33, Industrial site,
Node D, Kwaza Ext 8, Hendrina
Extension 3 reticulation network.
- Middelburg Ext 49 (Industrial
park) Aerorand South Phase 2
reticulation network.
- Kwaza Ext. 9 water reticulation.
- Rondebosch Township
reticulation network.
- Newtown Township reticulation
network.
- Doornkop Village bulk supply and
reticulation network.
- Rockdale North water reticulation.
- Water connections and meters for
new domestic, commercial and
industrial developments
- Windmill on the farm Patatfontein
and Kleinfontein.
- New bulk water supply pipelines,
pump stations, reservoirs and
tanks.
- Water services rural areas. Site, drill and equip boreholes in
rural and farm areas, and
augmentation of existing urban
water supply schemes
Replace aging infrastructure Water conservation and demand
management
Replace Aged Infrastructure - Replace water pipes within the
set turnaround time. - Replacement of old AC pipes. - Replace old existing water pipes
and water meters in Middelburg CBD, Hendrina and Mhluzi, Kwazamokuhle and ESKOM towns
- Provide information sessions to consumers on the use and conservation of water.
- Implement water conservation and demand management strategies.
- Implement water loss reduction
programmes.
Implementing a water quality-
monitoring program as per
Water Quality Management as per Blue Drop Requirements
173 The Number One African City in Service Delivery, Innovation and Good Governance
Water
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
To provide quality and
sufficient water supply
To equip the organization in
order to enhance service
delivery
Legislation and the requirements of
the Blue Drop Certification.
- Analyze drinking water quality on a weekly basis to ensure good quality water for all.
- Review and update Water
Safety Plans and other sector plans and policies.
- Review and update municipal
Water Services By Laws.
Implementation of security measures. Upgrading municipal buildings and
facilities
- Replace fence at reservoirs and pump stations.
- Install and upgrade security systems and equipment.
- Internal road surfacing and storm-water management at Water Works
- Access roads at Water Works.
- Upgrade municipal facilities and buildings at Water Works.
- Upgrade parking facilities at the Works.
- Implement security
improvement programmes.
Tools of trade - Specialized plant, equipment,
vehicles, furniture and office
equipment.
Sanitation
Strategic Objective: To ensure compliance with green water requirements in a sustainable way by
maintaining a high quality service throughout the MP313 area.
Performance Objectives Strategies Possible Project/ Activities
To ensure the provision of new sanitation infrastructure while upgrading existing infrastructure
Upgrade WWTW and bulk services Upgrading, expansion, refurbishment and maintenance Wastewater Treatment Works and bulk sanitation services infrastructure. - Upgrade bulk sewer services - Upgrade sewer networks. - Design and construct WWTWs - Upgrading outfall sewer lines (
Middelburg Mall to Eastdene- German Development and other areas)
Comply with Green Drop
Certification requirements
2nd Phase Upgrading to provide additional treatment capacity at Boskrans WWTW
- Construct Biological Nutrient - Removal Reactor and related
secondary settling tanks and pump station.
174 The Number One African City in Service Delivery, Innovation and Good Governance
Sanitation
Strategic Objective: To ensure compliance with green water requirements in a sustainable way by
maintaining a high quality service throughout the MP313 area.
Performance Objectives Strategies Possible Project/ Activities
- Upgrade disinfection unit - Refurbish maturation ponds. - Increase treatment capacity
Kwaza WWTW by 2020 - Refurbish Blinkpan,
Presidentsrus, Komati, waste water treatment works
- Replacement of sewer pumps at Middelburg/Mhluzi
- Upgrade Newtown bulk and reticulation sanitation infrastructure
- Upgrade Somaphepha and Presidentrus sanitation
- Conceptualize and Install smart technology water management software and hardware.
To equip the organization in
order to enhance service
delivery
Tools of trade
- Replacement of submersible
pumps, specialized plant
equipment, vehicle, furniture
To ensure the provision of new sanitation infrastructure while upgrading existing infrastructure
Provide new sanitation
infrastructure to new developments
Construct new sanitation
infrastructure
- Construct new sanitation
network infrastructure at Rockdale, Newtown, Kwazamokuhle Ext 8, Hendrina Ext 3, Middelburg Ext 42, Dennesig North, Rondebosch Ext 42, Middelburg Ext 49, Aerorand South Phase 2.
- New toilets in Somaphepha, Doornkop, Sikhululiwe, rural and farm areas.
- Replace sewer pipelines and manholes
- New sewer connections for new commercial, domestic and industrial developments.
- Sewer network for Ext 33
- Kwaza Ext 9 service 750
stands.
To ensure the provision of new sanitation infrastructure while upgrading existing infrastructure
Address short to long- term water
infrastructure needs.
- Implement asset management program.
- Implement Sanitation Master Plan, Wastewater Risk Abatement Plan and other sector plan and policies.
- Review and update Water
Services By-Laws.
Providing sanitation solutions in rural areas and informal settlements
Provide decent sanitation facilities - Install toilets in Somaphepha,
Doornkop, Sikhululiwe, rural
and farm areas.
175 The Number One African City in Service Delivery, Innovation and Good Governance
Sanitation
Strategic Objective: To ensure compliance with green water requirements in a sustainable way by
maintaining a high quality service throughout the MP313 area.
Performance Objectives Strategies Possible Project/ Activities
To ensure the provision of new sanitation infrastructure while upgrading existing infrastructure
Implementation of security measures. Upgrading municipal buildings and
facilities
- Replace fence at Works and pump stations.
- Install and upgrade security systems and equipment.
- Internal road surfacing and storm-water management at Water Works
- Access roads at Water Works. - Upgrade municipal facilities and
buildings at Water Works. - Upgrade parking facilities at the
Works. - Implement security improvement
programmes.
To ensure the provision of new sanitation infrastructure while upgrading existing infrastructure
Comply with the Green Drop Certification requirements
- Weekly to effluent quality monitoring at wastewater treatment works.
- Implementation of a water quality
monitoring programme.
To ensure the provision of new sanitation infrastructure while upgrading existing infrastructure
Reduce carbon emissions - Management of energy
consumption at all water works
- Investigate alternative sustainable sanitation solutions.
- Implement resource orientated
sanitation initiatives.
Civil Engineering
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
To equip the organization in
order to enhance service
delivery
Tools of trade - Furniture and office equipment
Roads and Stormwater
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
To ensure provision of new
roads and storm water
infrastructure while
upgrading existing
infrastructure.
To ensure provision of new
roads and storm water
infrastructure while
upgrading existing
infrastructure.
Provision of surfaced roads
Provision of gravel access roads
- Construct new paved roads in
Tokologo, Mhluzi Ext 6,8, Aerorand
West & South, Hendrina,
Kranspoort, Presidentsrus,
Rockdale Proper, 1,2,3 North,
Kwaza Ext 1,4 , 6,7,8,9,Middelburg
Ext 24 & 49,33, Industrial node D,
Newtown Ext 0,1,2,Sol Plaatjie str,
Autumn Nazareth, Hex Rivier
- Opening of road reserves in
Rockdale North, Mhluzi x 2,
Middelburg, Dr Mandela drive,
Nasaret, Industrial node D,
Newtown Ext
- Eastern by pass route
176 The Number One African City in Service Delivery, Innovation and Good Governance
Roads and Stormwater
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
To ensure compliance with
legislation
Rehabilitation and Upgrading of
existing roads
Develop new routes
- New Mandela Road to R35
- N11 Eastern ring road
Provision of storm water
drainage system
Upgrading of stormwater
drainage system
- New Stormwater and kerbs in
Kwazamokuhle, Ext 2,4,6,7,8,9,
Mhluzi Proper,Mhluzi Ext
2,3,4,5,6,7,8,Nasaret
,Hlalamnandi,Tokologo, ,Aerorand,
Middelburg, Railway line,
Kranspoort, Middelburg X18,
Presidentsrus, Dennesig North,
Middelburg Ext 24 ,42,49,Rockdale
Ext 0,1,2,3 North, Newtown Ext
0,1,2
- Subsurface drains in
Mhluzi/Middelburg,
Hendrina,/Kwaza village, Mandela
drive to R35- Industrial Node D,
Nasareth
- Upgrade Chromville, Newtown,
Mhluzi x 3, Mhluzi proper, Mhluzi x
2 ,Pullenshope, Komati, Rietkuil,
Blinkpan
- Replace Kerb inlets in Middelburg,
Mhluzi, Hendrina, Kwaza, Komati,
Pullenshope, Rietkuil
Maintenance of road surface
Rehabilitation and upgrade road
infrastructure
- Resealing of roads as per PMS
Middelburg, Mhluzi, Hendrina,
Kwazamokuhle, Pullenshope,
Komati, Blinkpan, Rietkuil.
- Construction of edge beams
Middelburg, Mhluzi, Dr Mandela
drive, Nasareth, Dr Beyers Naude
Street
Provision of non-motorized
transport infrastructure (
improved sidewalks)
Upgrading the existing sidewalk
surfaces.
- Construct new sidewalks where
necessary.
- Mhluzi, Middelburg, Hendrina,
Kwazamokuhle, Pullenshope,
Komati, Rietkuil, Blinkpan,
Nasareth
- Middelburg CBD.
- Paving and kerb
Upgrading existing bridges.
Construction of new bridges
- Use the Bridge Monitoring System
(BMS) to determine rehabilitation
needs/ requirements of the existing
bridges.
- Kwazamokuhle pedestrian bridge
- Iraqi Taxi Rank
- Taxi lay-byes
177 The Number One African City in Service Delivery, Innovation and Good Governance
Roads and Stormwater
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
Provision of new and upgrading
existing public transport facilities
- Multi-modal transport, taxi holding
areas
Develop and update master
plans
- Develop Stormwater master plan
- Develop Roads Master plan
- Develop Roads Maintenance plan
- Update pavement monitoring
system
- Update bridge monitoring system
Maintenance of urban & rural
gravel roads
- Rondebosch , Presidentsrus,
Vaalbank road , Doornkop,
Tokologo , Kwazamokuhle,
Aerorand ,Middelburg X18,
Middelburg X11,Mhluzi x 6,8,
Malope Village, Bankfontein,
Rockdale, Mafube, Newtown
Road Improvements - Slipways and intersections
(Hlalamnandi, link road to R35)
- Road widening Dr Mandela
Improve road safety
Improve road safety
by regulating traffic
Provision of traffic calming
measures
- Installation of traffic barriers
- Replace road barriers
- Install traffic calling measures, i.e.
speed humps, traffic circles, rumble
strips, texture crossing
To equip organization in
order to enhance service
delivery
Tools of trade - Purchasing of Plant, Tools and
equipment : concrete mixer ,
grader, water tankers, jetting
machine, rollers, mechanical
broom, tipper truck
Upgrade municipal buildings
and facilities
- Upgrade parking areas (within
Municipal buildings.)
Cemeteries
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
To provide new cemeteries while upgrading existing cemeteries according to the prioritized community needs.
Upgrading existing cemetery
infrastructure including fencing,
roads and ablution facilities.
- Upgrade Office building at Fontein cemetery
Ensure appropriate planning and
development of cemeteries in line
with Service Standards
- Perform Geotechnical surveys
and EIA on possible suitable
land at Piet Tlou, Mhluzi,
Middelburg, Rondebosch and
Somaphepha
- Construction of a cenotaph in a
Park
Develop new cemeteries - Development of new cemetery
in Hendrina/ Kwaza,
Koornfontein, Sikhululiwe,
Somaphepha, Mhluzi,
178 The Number One African City in Service Delivery, Innovation and Good Governance
Cemeteries
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
Middelburg and Piet Tlou,
Rondebosch
- 400m Road in the new
Hendrina/Kwaza Cemetery.
To provide new cemeteries while upgrading existing cemeteries according to the prioritized community needs.
Implementation of security
measures
- Gates and Fencing at all
Cemeteries
Upgrade Municipal Buildings and
facilities
- Renovation of ablution facility at
Kwaza (MBS)
- Replace roof at Fontein Street
cemetery ablutions
- Construction of caretaker
house: Hendrina, Kwaza and
Nasaret
To equip the organization in
order to enhance service
delivery
Tools of trade - TLB
Park and Playing Equipment
Strategic Objective: plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Projects/ Activities
To provide new parks while upgrading existing parks and open areas according to the prioritized needs.
Develop new open spaces into
parks.
- Develop parks at Mhluzi and Newtown, Atlone dam and Middelburg
Implementation of security
measures
- The development of a sustainable plan
- Erect fences at Parks - Security cameras at Cosmos
Park
To contribute towards the
mitigation of climate change
impacts
Conservation and development of
green areas.
- Upgrading the green lungs in and around Middelburg, Mhluzi and Kwaza.
- Develop a bird watching facility and eco center at Hendrina/Kwaza
To equip the organization in
order to enhance service
delivery
Tools of trade - Purchase of Specialized tools - Purchase Flatbed Truck with
High up - Desk Chair For Workshop - 4x Lawn Mowers - Purchase Brush cutters and
chainsaws - Replace Lawnmower Tractor - Purchase LDV - Purchase a TLB - Purchase 2 walk behind
mowers - New tractor - Replace LDVs - Back tractor - Tipper truck - Replace front loader
179 The Number One African City in Service Delivery, Innovation and Good Governance
Municipal Facilities
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
To provide easily accessible
new facilities that accomodate
disabilities whilst adapting,
upgrading and maintaining
existing ones
Implementing programmes
to upgrade existing
municipal buildings and
facilities.
- Construction of Carports at various
municipal buildings
- Upgrading of leased facilities (e.g. Old
aged homes, houses and Bloekomsig),
- Upgrading of storage facilities for
various buildings
- Replacement roofs at various municipal
buildings Hendrina, Middelburg and
Doornkop including community halls,
To provide new parks while upgrading existing parks and open areas according to the prioritized needs.
Upgrading parks and playing equipment .
- Upgrade parks with new Playing equipment.
- Replace playing equipment in parks in Kanonkop and Mhluzi.
- Upgrading Van Blerk Plein and Lions park
- Bicycles and run lanes - High mast lights at Klein
Olifants - Upgrade garden Themba
Masango
Sport and Recreation
Strategic Objective: plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
To provide new sport and
recreation facilities while
upgrading existing facilities
according to the prioritized
community needs.
Upgrading the existing sport
and recreational facilities
- Develop master plan for upgrading of
sports facility lighting
- Upgrade of Kees Taljaard( resurface Tennis courts at, upgrade indoor facilities, installation of flood lights at the cricket stadium and an irrigation system)
- Upgrade pools (Mhluz, and Kees Taljaard)
- Upgrade Temba Senanmela stadium
(Lights, pavilion)
- Upgrade Eastdene stadium ( lights
and resurface Tennis courts)
Providing basic sporting
facilities
- Basic facilities in New developed
areas
Develop new sports and
recreation facilities.
- Stadium in Kwaza
- Multi purpose courts
- Sports stadium in Newtown
Implementation of security
measures
- Security at Kees Taljaard and
Nasaret Stadiums
Upgrade municipal buildings - Upgrade Indoor Complex
To equip the organization in
order to enhance service
delivery
Tools trade - New Pick up Mower
180 The Number One African City in Service Delivery, Innovation and Good Governance
Municipal Facilities
Strategic Objective: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
pay points, libraries, sporting facilities,
waste and water works, offices, Fire
Stations, workshops and leased
buildings.
- Upgrading and renovations of buildings
at Hendrina, Middelburg and Doornkop
including community halls, pay points,
libraries, sporting facilities, waste and
water works, offices, workshops and
leased buildings
- Replace and upgrade stage floors
- Replacement of air conditioners at civic
centre, Hendrina office
- Lighting protectors at civic centre
- Install equipment for compliance with
OHS and Fire
- Upgrade Kwaza Taxi Rank ablutions
- Upgrade Middelburg taxi Rank
- Upgrading of Mhluzi Stadium
Constructing new facilities
to enhance service delivery
- Identification of site for taxi rank
Hendrina
- New public ablution facilities
- Planning for Multi Modal Taxi rank
Construction of facilities
closer to the communities.
- Construction of Thusong Centres at
Somaphepha, Rockdale,
Kwazamokuhle.
To maintain and safeguard
municipal and community
facilities
Implementation of security
measures
- Fencing at community halls, pay points,
libraries, waste and water works,
offices, workshops and leased buildings
- Enhance security and awareness
campaign. To promote the construction
of green buildings that
minimize wastage of scarce
resources thus ensuring a low
carbon foot-print
Practice green
development by promoting
efficient use of energy,
water and minimization of
waste in buildings.
- Installation of energy saving retrofittings
(geysers,
- Install timers on Air-conditioners.
- Use environmental friendly cleaning
products and building material.
- STLM energy saving strategy.
To equip the organization in
order to enhance service
delivery
Tools of trade - Purchasing of carpenters tools and
equipment; furniture and equipment,
vehicles,
- Generators (halls, buildings, etc)
- Air conditioners
To maintain and safeguard
municipal and community
facilities
Implementation of security
measures
- Alarm systems for the community
facilities
181 The Number One African City in Service Delivery, Innovation and Good Governance
Eletrical Services
Strategic Objectives: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
Provide access to electrical
service
Provide access to electrical
service
Upgrade and provide
electrical infrastructure
Upgrade and provide
electrical infrastructure
Bulk:
- Increase of NMD to 40MVA at
Aerorand, 30 MVA at Nazareth, 5 MVA
at Hendrina, 1 MVA at Kwazamokuhle,
Blinkpan and Koornfontein
- Decrease NMD of Doornkop to 2MVA,
2.6 MVA for Black wattle mine.
Development of new intake substations
in Middelburg south and Kwaza
- Development of switching stations in
Middelburg Industrial park, Rockdale
west, Nazareth East, Dennesig/
Kanonkop, Kwaza South, and
Newtown
- Installation of additional breakers at
Gholfsig sub
- Provision of links for Ngwako
substation, between Gholfsig and
Sipres Substation, Gholfsig to
Nuwedorp, Mhluzi main no.1 to New
Newtown sub, Gholfsig to Mhluzi No. 2,
Gholfsig to Bloedrivier
- Installation of additional tranformers at
Aerorand sub, Nazareth sub
Electrification and service
connections:
- Electrification of Kwaza ext 8, 9 and 10,
Newtown Phase 1A; 1B and 1C, 691
stand in Rockdale North, Dennesig
North and Dennesig North Ext 1,
Electrification of Industrial Park,
- Service connections for Low income
areas.
- Bulk and House electrical connection as
and when required within MP313
licensed area.
- RDP house connections newtown, EXT
24, Ext 6 and Kwaza
- Areas to be electrified by Eskom: Ward
4 – 373 houses - Big House Farm = 52,
Bronsy Farm = 18, Haasfontein Farm =
15, Dericky's Farm = 15, Gelug Farm =
20, Mahlathini Farm = 180, Schoeman
Farm = 29, Geluk Farm = 8, Komati =
12, Driefontein Farm = 13 and General
List = 11.
- Ward 5 – 86 houses: Driefontein Farm
= 27, Blinkpan Farm = 15, Britz Farm =
7, Woestallen Farm = 16,
182 The Number One African City in Service Delivery, Innovation and Good Governance
Eletrical Services
Strategic Objectives: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
Provide access to electrical
service
Provide access to electrical
service
Upgrade and provide
electrical infrastructure
Upgrade and provide
electrical infrastructure
Bosmanspoort Farm = 15, Alzu / EDE
Farm = 6.
- Ward 6 – 108 houses: Aarbiesfontein
Farm (Bank 2) = 15, Meerlus (Old
School) = 1, Omnia Farm (Drie Rand) =
21, Koornfontein Farm (Kwa Mfemfe) =
25, Schoeman (Meerlus) or Oosthuizen
(SANCA) = 23, Many Waters = 23.
- Ward 7 – 72 houses: Springboklaagte
Farm = 11, Springboklaagte Farm
(Sikhululiwe Village (Portion 9) = 8,
Mooifontein Farm = 3, Mooifontein
(KwaNyezi) = 2, Kleinfontein Farm = 6,
Kleinfontein Farm (KwaKapatshi) = 1,
Kleinfontein Farm (KwaNgoma) = 1,
Kleinfontein Farm (Emadamini) = 14,
Vlaakfontein Farm =7, Grootlaagte 449
= 1, Nooitgedacht Farm 450 = 3,
Rietkuil Farm (Esporweni) = 5,
Kleinfontein Farm 432 (Emsili) = 10.
- Ward 9 - 75 houses: Witklip Farm
(Aartie van Wyk) = 6, Paratfontein Farm
= 31, Zevenfontein Farm = 12,
Springboklaagte Farm (KwaNojagana)
= 8, Beestepan Farm (KwaSpoko) = 6,
Beestepan Farm (Emihobeni) = 1,
Beestepan Farm (KwaSbhakela) = 11.
- Ward 16 -18 houses: Bankplaas Farm
239 JS
- Ward 29 – 27 houses Boskloof 251 JS
(Portion 5)
Lighting:
- Between Dennesig and Kanonkop, Mandela road, Newtown phase 1A, B and C, Rockdale, Rondebosch, Mhluzi Extension 2 (Themba street and Mandela), Mhluzi
- Upgrade of highmasts in Mhluzi next to:
Newtown 1055, Newtown 260,
Mountainview 3132, mathaeleni 225,
Main 360, Mtombeni/Baloyi 366, Gogo
Kate 730, Mdakane 1601, Rockdale
1915, 6269 Extension 1 and within MP
313 licensed area.
- Upgrade of streetlights in the following
areas: Nazareth, Mhluzi: Tokologo,
Extension 4, Extension 7, Extension 6,
Extenson 5 and Extension 8, Groenkol,
Hendrina, Mathaeleni,Replace stolen
183 The Number One African City in Service Delivery, Innovation and Good Governance
Eletrical Services
Strategic Objectives: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
Provide access to electrical
service
Upgrade and provide
electrical infrastructure
streetlight services within MP 313
licensed area.
- Replace LT overhead lines/streetlight
for Groenkol, Middelburg central,
Middelburg CBD and Hendrina.
- New streetlights in Industrial Park and
main entrance roads
Network Upgrade:
- Replacement of miniature substation: January street, November street, Hoop street, Budha street, Masemola street, Nkabinde street, Eike, September street, Volt street, Liter street, Celsius street, Millie street, Falcom crest, Gogo nambuyisa, Joubert/ Rensburg mini, Rensburg mini stand 2666, Joubert/Viljoen mini, CNR Jeppe and DR Beyers Naude.
- Replacement of Transformers, RMU’s
and Miniature substation as and when
required.
- Upgrade of 88kV cable in Middelburg.
- Replacement of RMU’s at CNR SADC
and John Magagula street, Reabota
and Midpark switching station, Sanlam
sub, Midel sub, Afsaal sub, Midsentrum
sub, Hassen sub, Maranata, Boven sub,
Midpark, Minaar, Midheights, Reabota,
Bezuidenhout building, Herkol, Witch,
Dinsemelkery, Na-tyre, Stat saal, Park
Dairy) Leribi sub.
- Replacement of switching station
switchgears and panels in
Verwoerdpark and Barlowpark
substation.
- Feasibility study for the Upgrade of
Verdoorn, Doornkop, Gholfsig, Lang,
Nasaret, hendrina and Sipres
substations.
- Replacement of MV cables: Verdoorn
sub to Afrox, Hendrina next to Ext 4,
Gholfsig sub-Mhluzi main sub, Kogel –
Watt and liter, Verdoorn sub – Newton
sub, Kogel – Gilfillan, Meyer –
Gevangenis, Rioolpomp – Hoop, Lang
– Hoop, Gold T3 – Frame T4, Midflats –
Wes – Frame T4, Gholfsig to
Robertson, Mhluzi main no. 2 to
Ngwako, Mhluzi main no. 2 to Mandela
184 The Number One African City in Service Delivery, Innovation and Good Governance
Eletrical Services
Strategic Objectives: Plan, develop and maintain infrastructure and facilities
Performance Objectives Strategies Possible Project/ Activities
sub, Feeder from Mandela (stand 339),
Kogel to midflats Wes,
- Replacement of asco LV cables in
Kanonkop and Thembisa.
- Replacement of unsafe Meter kiosk in
the Middelburg CBD.
- Replacement of faulty electrical meters
within MP313 area.
- Move meters to streets
- Replace LT overhead network for
Groenkol, Middelburg Central,
Middelburg CBD and Hendrina
- Replacement of stolen services within
MP 313 license area, as and when
required.
- Upgrade of Gholfsig sub 3 transformer
Communication and Intelligent
system:
- Installation, Upgrade or replacement of
SCADA/ Telemetry within MP 313
license area.
- Installation, Upgrade or replacement of
Network Protection Systems within MP
313 license area.
Contribute towards the
mitigation of climate change
impact
Prohibit unauthorised access
and safeguard equipment
and facility
Promote energy efficiency
Implementation of security
measures
- Retrofit of street light fitting to LED
- Sourcing additional power from
independent power producers
- Fencing of outdoor equipment
- Installation of security cameras and
alarms
Prohibit unauthorised access
and safeguard equipment
and facility
Implementation of security
measures
- Fencing of outdoor equipment for safety
to prevent unauthorized access
- Installation of Security system
(Cameras, alarms, pepper sprays and
access control) at Lang substation,
Gholfsig Substation, Sipres Substation,
Verdoorn, Meyer, Nazareth, Aerorand
Substation, substations and switching
stations within MP313 licensed area
Equip the organization in order
to enhance service delivery
Tools of trade - Purchasing of specialized vehicles,
- Furniture and equipment, electrical
machinery and equipment,
- Replace Surge generator,
- Building of a hazardous storage room.
- Cable locator and identification
equipment.
- Electrical software
185 The Number One African City in Service Delivery, Innovation and Good Governance
Project management
Strategic Objective: strategic support on the implementation of municipal programmes and projects
Performance
Objectives
Strategies Possible Project/ Activities
Local economic
development
Facilitate the establishment of
industries in order to crease jobs
- Contractor incubation project
- Vukuphile EPWP
Facilitate efficient
programme and project
management
Coordinate programs and projects from
National and Provincial government
Co-ordinate the implementation of all
capital projects
Managing and track of financial and
non-financial progress
Compliance to conditional grants
Eradication of poverty through job
creation
Support administration of project
management
- Setting up tools and standards
for managing the programme
and projects
- Strategic overview and
reporting on all programmes
- Monitoring project
implementation
- Planning, tracking and
reporting on outputs and
outcomes
- Managing the programme’s
budget
- Managing risks and issues and
taking corrective
measurements
- Defining the programme
governance (controls)
- Aligning the deliverables
(outputs) to the programme’s
“outcome” - Reporting and adherence to
grants conditions
- Development of asset
management plan(s) and
Comprehensive Infrastructure
Asset Management Plan
- Co-ordinate project-based
capacity building programs
To equip the
organization in order to
enhance service delivery
Tools of trade - Furniture and office equipment
186 The Number One African City in Service Delivery, Innovation and Good Governance
8.12. 2019-2020 Capital Projects
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Property Services
150: Civic Centre
P2000127 Development of indoorgym and kiosk at Civic Centre Offices: 150
Whole of the Municipality
P2000127: Develop of indoor gym & kiosk at Civic Centre:150
- 80 004.00 500 004.00 Capital Replacement Reserve
Property Services
150: Civic Centre
P1100194 Municipal Offices: P1100194 Extension Civic Centre (150/...)
Whole of the Municipality
P1100194-Extension Civic Centre
- 3 000 000.00 45 000 000.00 Borrowing: Loans
Property Services
150: Civic Centre
P1800015 Municipal Offices: P1800015 Replace aluminium windows (150/...)
Administrative or Head Office (Including Satellite Offices)
P1800015-Replace aluminium windows (150/...)
570 000.00 600 000.00 600 000.00 Capital Replacement Reserve
Property Services
150: Civic Centre
P2000006 Safety Equipment (Alarms Fire Detectors & Emergency doors): 150
Administrative or Head Office (Including Satellite Offices)
P2000006: Safety Equipment (Alarms & Emergency doors): 150
6 000 000.00 - - Capital Replacement Reserve
Property Services
151: Civic Centre Mhluzi
P2000011 Safety Equipment (Alarms Fire Detectors & Emergency doors): 151
Administrative or Head Office (Including Satellite Offices)
P2000011: Safety Equipment (Alarms & Emergency doors): 151
- - 800 004.00 Capital Replacement Reserve
Property Services
152: Civic Centre Infrastructure Services
P2000009 Safety Equipment (Alarms Fire Detectors & Emergency doors): 152
Administrative or Head Office (Including Satellite Offices)
P2000009: Safety Equipment (Alarms & Emergency doors): 152
- - 750 000.00 Capital Replacement Reserve
Property Services
152: Civic Centre Infrastructure Services
P2000076 Installation of airconditioner at infrustructure offfices: 152
Whole of the Municipality
P2000076: Airconditioner at infrustructure offices: 152
90 000.00 - - Capital Replacement Reserve
Pollution Control
405: Environmental Management
P2000116 Purchase of Notice Boards: 405
Whole of the Municipality
P2000116: Purchase notice Boards: 405
100 000.00 99 996.00 99 996.00 Transfer from Operational Revenue
187 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Pollution Control
405: Environmental Management
P2000047 Water Sampling Equipment: 405
admin P2000047: Water Sampling Equipment: 405
200 000.00 - - Capital Replacement Reserve
Pollution Control
405: Environmental Management
P2000075 Upgrade air quality monitoring system: 405
admin P2000075: Upgrade air quality monitoring system: 405
300 000.00 - - Capital Replacement Reserve
Cemeteries Funeral Parlours and Crematoriums
Cemeteries Funeral Parlours and Crematoriums: (505) Cemeteries
P2000024 P2000024 Fence in of wall of rememberance Fontein cemetery: 505
11 P2000024: Fence in wall of rememberance Fontein cemeter: 505
- 200 004.00 - Capital Replacement Reserve
Cemeteries Funeral Parlours and Crematoriums
Cemeteries Funeral Parlours and Crematoriums: (505) Cemeteries
P1900005 Cemeteries/Crematoria: P1900005 Nasaret Cemetery roads (505)
8 P1900005 Nasaret Cemetery roads (505)
- 1 125 000.00 1 125 000.00 Capital Replacement Reserve
Cemeteries Funeral Parlours and Crematoriums
Cemeteries Funeral Parlours and Crematoriums: (505) Cemeteries
P1600108 Cemeteries/Crematoria: P1600108 Develop New Cemeteries (505/...)
8 P1600108 Develop New Cemeteries W08
- 6 000 000.00 - Borrowing: Loans
Cemeteries Funeral Parlours and Crematoriums
Cemeteries Funeral Parlours and Crematoriums: (505) Cemeteries
P0000243 Develop Cemeteries Low Income Areas W03: 505
3 P0000243: Develop Cemeteries Low Income Areas W03: 505
3 300 000.00 2 000 000.00 2 000 004.00 Municipal Infrastructure Grant
188 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Community Halls and Facilities
Community Halls and Facilities: (161) Facility and Event Management
P0008187 Machinery and Equipment: P0008187-Polisher (161/...)
Whole of the Municipality
P0008187-Replace Polisher (161/...)
- - 50 004.00 Transfer from Operational Revenue
Community Halls and Facilities
Community Halls and Facilities: (161) Facility and Event Management
P2000128 Replace Roofing at Nasaret community Hall W10: 161
8 P2000128: Replace Roofing at Nasaret community Hall W8: 161
- 350 004.00 - Capital Replacement Reserve
Community Halls and Facilities
Community Halls and Facilities: (161) Facility and Event Management
P2000007 Safety Equipment (Alarms Fire Detectors & Emergency doors): 161
Whole of the Municipality
P2000007: Safety Equipment (Alarms & Emergency doors): 161
- 5 499 996.00 - Capital Replacement Reserve
Community Halls and Facilities
Community Halls and Facilities: (161) Facility and Event Management
P1000358 Alarm System Doornkop Hall W29: 161
29 P1000358: Alarm System Doornkop Hall W29: 161
61 000.00 - 60 000.00 Transfer from Operational Revenue
Community Halls and Facilities
Community Halls and Facilities: (161) Facility and Event Management
P0900181 Furniture and Office Equipment: P0900181 Furniture & Office Equipment Halls (161/...)
Whole of the Municipality
P0900181-Furniture & Office Equipment Halls (161/...)
200 000.00 159 996.00 200 004.00 Transfer from Operational Revenue
Community Halls and Facilities
Community Halls and Facilities: (161) Facility
P1500092 Eric Jiyane Hall Generator W18: 161
18 P1500092: Eric Jiyane Halls Generator W18: 161
800 000.00 - - Capital Replacement Reserve
189 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
and Event Management
Community Halls and Facilities
Community Halls and Facilities: (161) Facility and Event Management
P1400148 New MPCC Somaphepha 161: W09
9 P1400148: New MPCC Somaphepha W9: 161
8 000 000.00 - - Municipal Infrastructure Grant
Community Halls and Facilities
Community Halls and Facilities: (161) Facility and Event Management
P1400149 New MPCC Rockdale 161: W08
8 P1400149: New MPCC rockdale W8 : 161
9 500 000.00 14 000 004.00 11 000 004.00 Municipal Infrastructure Grant
Community Halls and Facilities
Community Halls and Facilities: (161) Facility and Event Management
P1900155 New MPCC Kwazamokuhle W02: 161
2 P1900155: New MPCC Kwazamokuhle W02: 161
10 000 000.00 15 000 000.00 - Capital Replacement Reserve
Electricity Electricity: (700) Electricity Distribution
P0008377 MV Networks: P0008377 MV Replace Mini Substation Ward 12 (700/...)
12 P0008377 - MV Replace Mini Substations W12 (700/...)
- - 999 996.00 Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P1400025 HV Transmission Conductors: P1400025-HV Transmission Replace 88KV cable (700/...)
Whole of the Municipality
P1400025-Replace 88KV Cable (700/...)
- - 5 000 004.00 Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P0008353 LV Networks: P0008353 - LV Replace LT Overhead Lines Ward 13 (700/...)
13 P0008353 - LV Replace LT Overhead Lines - W13 (700/...)
100 000 - 5 109 996.00 Borrowing: Loans
190 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Electricity Electricity: (700) Electricity Distribution
P2000133 LV Networks Electrification Rondebosch W8: 700
8 P2000133: LV Networks Electrification Rondebosch W8: 700
- - 24 537 996.00 Integrated National Electrification Programme Grant
Electricity Electricity: (700) Electricity Distribution
P0008190 MV Networks: P0008190 MV Networks Bulk connections Ward 23 (700/...)
23 P0008190-MV Networks Bulk Connections Ward 23 (700/...)
- 200 004.00 399 996.00 Capital Replacement Reserve
Electricity Electricity: (700) Electricity Distribution
P0008206 MV Networks: P0008206 MV Replace Mini Substations Ward 19 (700/...)
19 P0008206 - MV Replace Mini Substations W19 (700/...)
- 999 996.00 - Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P0008369 MV Networks: P0008369 MV Replace Mini Substations Ward 2 (700/...)
2 P0008369 - MV Replace Mini Substations W2 (700/...)
- 999 996.00 - Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P0008372 MV Networks: P0008372 MV Replace Mini Substation Ward 23 (700/...)
23 P0008372 - Mv replace Mini Substations W23 (700/...)
- 999 996.00 - Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P0008376 MV Networks: P0008376 MV Replace Mini Substation Ward 13 (700/...)
13 P0008376 - MV Replace Mini Substations W13 (700/...)
- 999 996.00 999 996.00 Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P1200151 MV Networks: P1200151 MV Replace Cables in Ward 22 (700/...)
22 P1200151 - MV Replace Cables W22 (700/...)
- 1 182 996.00 - Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P0008076 LV Networks: P0008076 - LV Replace LT Overhead Lines Ward 11 (700/...)
11 P0008076 - LV Replace LT Overhead Lines - W11 (700/...)
400 000 4 500 000.00 - Borrowing: Loans
191 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Electricity Electricity: (700) Electricity Distribution
P1300094 LV Networks: P1300094 - LV Networks Electrification Newtown W27 (700/...)
27 P1300094 LV Networks Electrification Newtown W27 (700/...)
- 8 499 996.00 3 500 004.00 Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P2000118 MV Switching Station Kwazamokuhle: 700
3 P2000118: MV Switching Station Kwazamokuhle W03: 700
- 9 000 000.00 21 000 000.00 External Borrowings
Electricity Electricity: (700) Electricity Distribution
P2000004 Kwazamokuhle Switching Station W3: 700
3 P2000004: Kwazamokuhle Switching Station W3: 700
- 9 999 996.00 - Integrated National Electrification Programme Grant
Electricity Electricity: (700) Electricity Distribution
P1000277 Furniture and Office Equipment: P1000277-Furniture & office equipment (700/...)
Admin P1000277-Replace Furniture & Equipment (700/...)
15 000.00 15 000.00 15 000.00 Transfer from Operational Revenue
Electricity Electricity: (700) Electricity Distribution
P1200100 MV Networks: P1200134 LV Networks Replace Stolen Services (700/...)
Whole of the Municipality
P1200100-LV Networks Replace Stolen Services (700/...)
50 000.00 99 996.00 99 996.00 Capital Replacement Reserve
Electricity Electricity: (700) Electricity Distribution
P1600063 LV Networks: P1600063 - Replace stolen services (streetlights) (731/...)
Whole of the Municipality
P1600063-Replace Stolen Services (Streetlights) (700/...)
50 000.00 99 996.00 99 996.00 Capital Replacement Reserve
Electricity Electricity: (700) Electricity Distribution
P0008223 HV Substations: P0008223 - HV Feasibility Study Upgrade Verdoorn S/station (700/...)
11 P0008223 -HV Feasibility Study Verdoorn S/station (700/...)
150 000.00 - - Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P1000359 Fencing Outdoor Equipment W11: 700
11 P1000359: Fencing Outdoor Equipment W11: 700
105 000.00 110 004.00 110 004.00 Capital Replacement Reserve
192 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Electricity Electricity: (700) Electricity Distribution
P0008071 LV Networks: P0008071 - LV Replace Meter Kiosk (700/...)
13 P0008071- LV Replace Meter Kiosk W13 (700/...)
200 000.00 200 004.00 200 004.00 Capital Replacement Reserve
Electricity Electricity: (700) Electricity Distribution
P0000111 HV Substations: P0000111 - HV Substation Feasability Study to Upgrade Sipres Substation (700/...)
16 P0000111-HV Feasi Study Upgrade Sipres S/station (700/...)
330 000.00 - - Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P1100174 Machinery and Equipment: P1100174-Equipment (700/...)
Whole of the Municipality
P1100174-Replace Equipment (700/...)
245 000.00 249 996.00 255 000.00 Transfer from Operational Revenue
Electricity Electricity: (700) Electricity Distribution
P2000019 MV Switch Replace 11KV Switchgear W13: 700
13 P2000019: MV Switch Replace 11KV Switchgear W13: 700
400 000.00 - - Capital Replacement Reserve
Electricity Electricity: (700) Electricity Distribution
P0008170 HV Substations: P0008170 - HV Substations Upgrade Gholfsic Sub Station (700/...)
14 P0008170 -HV Subs Upgrade Gholfsig Substation W14 (700/...)
210 000.00 - - Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P1400145 Upgrade Doornkop Substation W29: 700
29 P1400145: Upgrade Doornkop Substation W29: 700
700 000.00 8 109 996.00 - External Borrowings
Electricity Electricity: (700) Electricity Distribution
P2000079 MV Replace Cables W3: 700
3 P2000079: MV Replace Cables W3: 700
800 000.00 - - Capital Replacement Reserve
Electricity Electricity: (700) Electricity Distribution
P1100230 P1100230: Kwaza Substation W02: 700
02
P1100230: Kwaza Substation W02: 700
800 000.00 Borrowing: Loans
193 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Electricity Electricity: (700) Electricity Distribution
P1900156 New HV Substation intake Rockdale /Rondebosch W08: 700
8 P1900156: HV Substation Intake Rockdale/Rondebosch W08: 700
750 000.00 - - Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P0008077 MV Networks: P0008077 MV Install Ring Main Units at Switching Gear Ward 13 (700/...)
13 P0008077 -MV Ring Main Units at Switching Gear W13 (700/...)
1 200 000.00 - - Capital Replacement Reserve
Electricity Electricity: (700) Electricity Distribution
P1700053 MV Networks: P1700053 MV Replace Faulty Equipment (700/...)
Whole of the Municipality
P1700053 - MV Replace Faulty Equipment (700/...)
4 985 000.00 1 275 000.00 1 350 000.00 Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P1700055 MV Networks: P1700055 Electrification Kwaza x9 (700/...)
Kwaza x9 P1700055 Electrification Kwaza x9 (700/...)
830 000.00
- - Capital Replacement Reserve
Electricity Electricity: (700) Electricity Distribution
P1800024 HV Substations: P1800024 HV Substation New intake substation (700/...)
3
HV Substations: P1800024 HV Substation New intake substation (700/...)
400 000.00 - - Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P1900013 HV Substations: P1900013 HV Substation New Middelburg South intake (700)
11 HV Substations: P1900013 HV Substation New Middelburg South intake (700)
1 000 000.00 - - Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P0008400 LT Overhead Lines Hendrina W03: 700
3 P0008400: LT Overhead Lines Hendrina W03: 700
400 000.00 - - Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P0008370 MV Networks: P0008370 MV Replace Mini Substations Ward 15 (700/...)
15 P0008370 - MV Replace Mini Substations W15 (700/...)
3 311 904.00 - - Borrowing: Loans
194 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Electricity Electricity: (700) Electricity Distribution
P1200120 MV Networks: P1200120 MV Replace Cables in Ward 12 (700/...)
12 P1200120 - MV Replace Cables W12 (700/...)
3 800 000.00 - - Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P1400024 LV Networks: P1400024 - LV Mhluzi Cables (700/...)
18 P1400024 - LV Mhluzi Cables W18 (700/...)
4 800 000.00 3 600 000.00 3 999 996.00 Capital Replacement Reserve
Electricity Electricity: (700) Electricity Distribution
P1800080 LV Networks: P1800080 - Rockdale North Electrification (700/...)
6 P1800080-Rockdale North Electrification W6 (700/...)
8 000 000.00 - - Integrated National Electrification Programme Grant
Electricity Electricity: (700) Electricity Distribution
P1200156 MV Networks: P1200156 MV Replace Cables in Ward 20 (700/...)
20 P1200156 - MV Replace Cables W20 (700/...)
11 810 000.00 - - Borrowing: Loans
Electricity Electricity: (700) Electricity Distribution
P1800081 LV Networks: P1800081- Rockdale North Electrification (C/F) (700/...)
6 P1800081-Rockdale North Electrification (C/F) W6 (700)
12 500 000.00 - - Borrowing: Loans
Electricity Electricity: (710) Electricity Connections
P0008382 LV Networks: P0008382 - LV Electrical Connections Bulk Whole Municipality (710/...)
Whole of the Municipality
P0008382 - LV Electrical Connections Bulk Whole Mun(710/...)
100 000.00 99 996.00 99 996.00 Transfer from Operational Revenue
Electricity Electricity: (710) Electricity Connections
P0008275 MV Networks: P0008275 MV Electrical connections bulk (710/...)
Whole of the Municipality
P0008275-Electrical Connections Bulk (710/...)
500 000.00 500 004.00 500 004.00 Transfer from Operational Revenue
Electricity Electricity: (710) Electricity Connections
P0008189 LV Networks: P0008189 - LV Electrical Connections Prepaid (710/...)
Whole of the Municipality
P0008189 - LV Electrical Connections Prepaid (710/...)
1 552 208.00 1 784 700.00 1 838 244.00 Transfer from Operational Revenue
195 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Electricity (700) Electricity Distribution
HV Substations: P1000309 - HV Feasibility Study Upgrade lang S/station (700/...)
13 HV Substations: P1000309 - HV Feasibility Study Upgrade lang S/station (700/...)
330 000 - - Borrowings
Fleet Management
Fleet Management: (576) Civil Works Fleet
P1100229 Transport Assets: P1100229 3 Ton crew cab for roads (576/...)
Administrative or Head Office (Including Satellite Offices)
P1100229-Civil Fleet 3 Ton Crew Cab For Roads (576/...)
- 549 996.00 - Capital Replacement Reserve
Fleet Management
Fleet Management: (576) Fleet Management
P1100148 Machinery and Equipment: P1100148-Backactor (575/...)
Administrative or Head Office (Including Satellite Offices)
P1100148-Replace Backactor (576)
- - 1 299 996.00 Capital Replacement Reserve
Fleet Management
Fleet Management: (576) Fleet Management
P2000051 Walkbehind Mowers: 576
Whole of the Municipality
P2000051: Walkbehind Mowers: 576
- 80 004.00 83 004.00 Transfer from Operational Revenue
Fleet Management
Fleet Management: (576) Fleet Management
P2000066 Panelvan for Mobile Laboratory: 576
Administrative or Head Office (Including Satellite Offices)
P2000066: Panelvan for Mobile Laboratory: 576
- 600 000.00 - Capital Replacement Reserve
Fleet Management
Fleet Management: (576) Fleet Management
P2000054 Replacement of Vehicles for Water&Sewer: 576
Whole of the Municipality
P2000054: Repalcement of Vehicles for Water & Sewer: 576
- 980 004.00 990 000.00 Capital Replacement Reserve
Fleet Management
Fleet Management: (576) Fleet Management
P2000052 Equipment & Tools: 576 Whole of the Municipality
P2000052: Equipment & Tools: 576
54 600.00 64 896.00 69 996.00 Transfer from Operational Revenue
Fleet Management
Fleet Management: (576) Fleet Management
P2000145 Flail/Slasher (Sidewalks): 576
Whole of the Municipality
P2000145: Flail/Slasher (Sidewalks): 576
120 000.00 - - Capital Replacement Reserve
196 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Fleet Management
Fleet Management: (576) Fleet Management
P2000059 Replacement of Tractors:576
Whole of the Municipality
P2000059: Repalcement of Tractors: 576
400 000.00 399 996.00 399 996.00 Capital Replacement Reserve
Fleet Management
Fleet Management: (576) Fleet Management
P2000055 Replacement of LDV'S: 576
Whole of the Municipality
P2000055: Replacement of LDV'S:576
720 000.00 620 004.00 620 004.00 Capital Replacement Reserve
Fleet Management
Fleet Management: (576) Fleet Management
P2000057 Replacement of Vehicles: 576
Whole of the Municipality
P2000057: Replacement of Vehicles: 576
830 000.00 849 996.00 860 004.00 Capital Replacement Reserve
Fleet Management
Fleet Management: (576) Fleet Management
P2000053 Replacement of Vehicles for Roads:576
Whole of the Municipality
P2000053: Replacement of Vehicles for Roads: 576
960 000.00 980 004.00 990 000.00 Capital Replacement Reserve
Fleet Management
Fleet Management: (576) Fleet Management
P2000146 Replace Tipper Truck 6 Cubic: 576
Whole of the Municipality
P2000146:Replace Tipper Truck 6 Cubic: 576
1 000 000.00 - - Capital Replacement Reserve
Fleet Management
Fleet Management: (576) Fleet Management
P2000056 Replacement of Cherry Picker: 576
Whole of the Municipality
P2000056: Replacement of Cherry Picker: 576
1 500 000.00 1 500 000.00 - Capital Replacement Reserve
Fleet Management
Fleet Management: (576) Fleet Management
P2000100 Front Loader: 576 Whole of the Municipality
P2000100: Front Loader: 576
2 000 000.00 - - Capital Replacement Reserve
Property Services
Property Services: (153) Civic Centre Community Services
P2000005 Safety Equipment (Alarms Fire Detectors & Emergency doors): 153
Administrative or Head Office (Including Satellite Offices)
P2000005: Safety Equipment (Alarms & Emergency doors): 153
- - 4 500 000.00 Capital Replacement Reserve
197 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Property Services
Property Services: (153) Civic Centre Community Services
P2000110 Installation of Shopfront and serving counter at the front desk Mandla Masango building:153
Whole of the Municipality
P2000110: Installation of Shopfront and serving counter: 153
180 000.00 - - Capital Replacement Reserve
Property Services
Property Services: (221/222) Eldery Sub-Economic Scheme
P0000242 Upgrade Old Age Flats W12: 221
12 P0000242: Upgrade Old Age Flats W12: 221
700 000.00 - - Capital Replacement Reserve
Property Services
Property Services: (554) Civic Services Centre
P1900095 Upgrade Electrical Workshop Hendrina: 554
Hendrina P1900095 Upgrade Electrical Workshop Hendrina Ward Hend: 554
- 399 996.00 399 996.00 Capital Replacement Reserve
Property Services
Property Services: (554) Civic Services Centre
P2000091 Replace Air Conditioners Units at Service Centres: 554
Administrative or Head Office (Including Satellite Offices)
P2000091: Replace Air Conditioners at Service Centres: 554
100 000.00 - - Capital Replacement Reserve
Property Services
Property Services: (554) Civic Services Centre
P1400062 Workshops: P1400062-Replace internal fencing at Services centre (554/...)
Administrative or Head Office (Including Satellite Offices)
P1400062-Replace Internal Fencing Service Centre (554/...)
3 150 000.00 - - Capital Replacement Reserve
Property Services
Property Services: (554) Civic Services Centre
P1100056 Workshops: P1100056-Upgrade offices at mechanical workshop (554/...)
Administrative or Head Office (Including Satellite Offices)
P1100056: Upgrade Offices at Mechanical Workshops: 554
3 185 875.00 3 405 096.00 2 000 004.00 Capital Replacement Reserve
Property Services
Property Services: (555) Other
P2000120 Replace Roofing at Mhluzi Police Station and Offices W18: 555
18 P2000120: Replace Roofing at Mhluzi
- 579 996.00 - Capital Replacement Reserve
198 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Fixed Properties
Police Station W18: 555
Property Services
Property Services: (555) Other Fixed Properties
P1700071 Fence At Springbok Street W16: 555
16 P1700071: Fence At Springbok Street W16: 555
- 600 000.00 - Capital Replacement Reserve
Property Services
Property Services: (555) Other Fixed Properties
P1000205 Machinery and Equipment: P1000205-Replace tools for cleaning of buildings (555/...)
Whole of the Municipality
P1000205-Replace Tools For Cleaning Buildings (555/...)
191 500.00 197 604.00 204 996.00 Transfer from Operational Revenue
Property Services
Property Services: (555) Other Fixed Properties
P2000111 Purchase Suspended Ceiling Boards: 555
Administrative or Head Office (Including Satellite Offices)
P2000111: Purchase of Suspended Ceiling Boards: 555
250 000.00 249 996.00 249 996.00 Capital Replacement Reserve
Property Services
Property Services: (555) Other Fixed Properties
P2000092 Replace Vehicle: 555 Whole of the Municipality
P2000092: Replace Vehicle: 555
350 000.00 - - Capital Replacement Reserve
Property Services
Property Services: (555) Other Fixed Properties
P1500093 Reseal Airfield W29: 555
29 P1500093: Reseal Airfield W29: 555
400 000.00 - - Capital Replacement Reserve
Property Services
Property Services: (555) Other Fixed Properties
P1200076 Transport Assets: P1200076 New vehicle (555/...)
Whole of the Municipality
P1200076-Purchase new vehicle (555/...)
700 000.00 - - Capital Replacement Reserve
199 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Property Services
Property Services: (555) Other Fixed Properties
P1600111 Municipal Offices: P1600111 Replace roofing at Mhluzi HEDC W18
18 P1600111 Replace Roofing at Mhluzi HEDC W18
1 000 000.00 - - Capital Replacement Reserve
Recreational Facilities
Recreational Facilities: (530) Recreational Facilities
P2000025 Mhluzi pool drainage: 530
20 P2000025: Mhluzi pool drainage W20: 530
300 000.00 - - Capital Replacement Reserve
Recreational Facilities
Recreational Facilities: (530) Recreational Facilities
P1100227 Ext 6 Sports facilities fencing/Upgrade W25: 530
25 P1100227: Ext 6 Sports facilities fencing/upgrade W25: 530
500 000.00 - - Municipal Infrastructure Grant
Recreational Facilities
Recreational Facilities: (530) Recreational Facilities
P1100228 Upgrade Sunnyboy field W19: 530
19 P1100228: Upgrade Sunnyboy field W19: 530
500 000.00 - - Municipal Infrastructure Grant
Roads Roads: (540) Roads Middelburg
P2000137 Stormwater Dr Beyers Naude Drive W26: 540
26 P2000137: Stormwater Dr Beyers Naude Drive W26: 540
- - 5 000 004.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P0008385 Upgrade Bridges W10: 540
10 P0008385: Upgrade Bridges W10: 540
- 60 000.00 60 000.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P0008386 Upgrade Bridges W11: 540
11 P0008386: Upgrade Bridges W11: 540
- 60 000.00 60 000.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P0008387 Upgrade Bridges W14: 540
14 P0008387: Upgrade Bridges W14: 540
- 60 000.00 60 000.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P0008388 Upgrade Bridges W18: 540
18 P0008388: Upgrade Bridges W18: 540
- 60 000.00 60 000.00 Borrowing: Loans
200 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Roads Roads: (540) Roads Middelburg
P0008389 Upgrade Bridges W20: 540
20 P0008389: Upgrade Bridges W20: 540
- 60 000.00 60 000.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P0008365 Road Structures: P0008365 Roads New Taxi Laybyes Ward 25 (540/...)
25 P0008365 - Roads New Taxi Laybyes W25 (540/...)
- 150 000.00 150 000.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P0008384 Upgrade Bridges W03: 540
3 P0008384: Upgrade Bridges W03: 540
- 200 004.00 200 004.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P2000122 Upgrade Dr Mandela Drive: 540
Ward 11,12,14,17,21,22 and 23
P2000122: Upgrade Dr Mandela Drive: 540
- 999 996.00 18 000 000.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P1400151 Stormwater Middelburg x49 W11: 540
11 P1400151: Stormwater Middelburg x49 W11: 540
- 2 499 996.00 2 499 996.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P1800086 Storm water Conveyance: P1800086 Stormwater Mhluzi W20(540/...)
21 P1800086-Stormwater Mhluzi W21(540/...)
- 3 000 000.00 1 500 000.00 Municipal Infrastructure Grant
Roads Roads: (540) Roads Middelburg
P1000361 P1000361-Roads Middelburg Rebuild Roads M/burg W 08: 540
8 P1000361-Roads Middelburg Rebuild Roads M/burg W 08: 540
- 3 000 000.00 3 000 000.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P1400150 Roads x 49 W11: 540 11 P1400150: Roads x 49 W11: 540
- 3 500 004.00 3 500 004.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P1200146 Roads: P1200146 - Roads & Stormwater Low Income Areas Ward 6 (540/...)
6 P1200146 - Roads & Stormwater Low Income Areas W6 (540/...)
- 5 000 004.00 2 000 000.00 Municipal Infrastructure Grant
Roads Roads: (540) Roads Middelburg
P2000121 Roads Mhluzi ext 5 W27: 540
27 P2000121: Roads Mhluzi ext 5 W27: 540
- 5 000 004.00 5 000 004.00 Capital Replacement Reserve
201 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Roads Roads: (540) Roads Middelburg
P1600075 Roads: P1600075 - Replace Kerb Inlets Middelburg/Mhluzi Ward 23 (540/...)
23 P1600075-Replace Kerb Inlets Middelburg/Mhluzi W23 (540/...)
20 000.00 20 004.00 20 004.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P1600076 Roads: P1600076 - Replace Kerb Inlets Middelburg/Mhluzi Ward 24 (540/...)
24 P1600076-Replace Kerb Inlets Middelburg/Mhluzi W24 (540/...)
20 000.00 20 004.00 20 004.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P1600031 Roads: P1600031 - Replace Kerb Inlets Middelburg/Mhluzi Ward 21 (540/...)
14 P1600031-Replace Kerb Inlets Middelburg/Mhluzi W14 (540/...)
40 000.00 20 004.00 - Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P1600073 Roads: P1600073 - Replace Kerb Inlets Middelburg/Mhluzi Ward 14 (540/...)
14 P1600073-Replace Kerb Inlets Middelburg/Mhluzi W14 (540/...)
40 000.00 39 996.00 39 996.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P1600074 Roads: P1600074 - Replace Kerb Inlets Middelburg/Mhluzi Ward 20 (540/...)
20 P1600074-Replace Kerb Inlets Middelburg/Mhluzi W20 (540/...)
40 000.00 39 996.00 39 996.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P1600078 Roads: P1600078 - Replace Kerb Inlets Middelburg/Mhluzi Ward 13 (540/...)
13 P1600078-Replace Kerb Inlets Middelburg/Mhluzi W13 (540/...)
40 000.00 39 996.00 39 996.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P1600072 Roads: P1600072 - Replace Kerb Inlets Middelburg/Mhluzi Ward 12 (540/...)
12 P1600072-Replace Kerb Inlets Middelburg/Mhluzi W12 (540/...)
40 000.00 60 000.00 60 000.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P1600114 Roads: P1600114 - Replace Kerb Inlets Middelburg/Mhluzi Ward 17 W22
22 P1600114 Replace Kerb Inlets Middelburg W22
60 000.00 60 000.00 60 000.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P0008383 Roads Middelburg Replace Road Barriers W12: 540
12 P0008383: Roads Middelburg Replace
100 000.00 150 000.00 150 000.00 Capital Replacement Reserve
202 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Road Barriers W12: 540
Roads Roads: (540) Roads Middelburg
P0008399 Roads New Taxi Laybyes W06: 540
6 P0008399: New Taxi Laybyes W06: 540
150 000.00 150 000.00 150 000.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P0008403 Roads New Taxi Laybyes W10: 540
10 P0008403: Roads New Taxi Laybyes W10: 540
150 000.00 150 000.00 150 000.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P1600033 Machinery and Equipment: P1600033-Equipment (540/...)
Whole of the Municipality
P1600033-Replacement Machinery & Equipment (540/...)
177 200.00 200 004.00 200 004.00 Transfer from Operational Revenue
Roads Roads: (540) Roads Middelburg
P0008398 Replace Paving & Kerbs W28: 540
28 P0008398: Replace Paving & Kerbs W28: 540
250 000.00 300 000.00 300 000.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P1000356 Edge Beams- Primary/Secondary Routes W10: 540
10 P1000356: Edge Beams- Primary/Secondary Routes W10: 540
300 000.00 300 000.00 300 000.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P2000069 Subsurface Drains Mhluzi/Middelburg W16: 540
16 P2000069: Subsurface Drains Mhluzi/Middelburg W16: 540
350 000.00 350 000.00 400 004.00 Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P1900044 Storm water Conveyance: P1900044 Stormwater Middelburg/Mhluzi W25 (540/...)
25 P1900044 Stormwater Middelburg/Mhluzi W25 (540/...)
350 000.00 20 500 008.00 900 000.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P2000154 Subsurface Drains Mhluzi/Middelburg W25: 540
25 P2000154: Subsurface Drains Mhluzi/Middelburg W25: 540
400 000.00 400 000.00 400 000.00 Capital Replacement Reserve
203 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Roads Roads: (540) Roads Middelburg
P1700068 Stormwater Sol Plaaitjie Street W11: 540
11 P1700068: Stormwater Sol Plaaitjie Street W11: 540
500 000.00 - - Capital Replacement Reserve
Roads Roads: (540) Roads Middelburg
P1000077 Storm water Conveyance: P1000076 Stormwater Middelburg/Mhluzi W23 (540/...)
23 P1000077-Stormwater Middelburg/Mhluzi W23 (540/...)
500 000.00 500 004.00 500 004.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P1900097 Storm water Conveyance: P1900097 Stormwater Middelburg/Mhluzi W19 (540)
19 P1900097: Stormwater Middelburg/Mhluzi W19: 540
500 000.00 500 004.00 500 004.00 External Borrowings
Roads Roads: (540) Roads Middelburg
P0900268 Roads: P0900268 - Roads Middelburg Reseal Roads Ward 10 (540/...)
10 P0900268 -Roads Middelburg Reseal Roads M/burg W10 (540/...)
500 000.00 600 000.00 900 000.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P0900272 Roads: P0900272 - Roads Middelburg Reseal Roads Ward 23 (540/...)
23 P0900272 -Roads Middelburg Reseal Roads M/burg W23 (540/...)
500 000.00 1 200 000.00 1 200 000.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P0900270 Roads: P0900270 - Roads Middelburg Reseal Roads Ward 16 (540/...)
16 P0900270 -Roads Middelburg Reseal Roads M/burg W16 (540/...)
600 000.00 600 000.00 800 004.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P0900262 Roads: P0900262 - Roads Middelburg Reseal Roads Ward 21 (540/...)
21 P0900262 -Roads Middelburg Reseal Roads M/burg W21 (540/...)
600 000.00 800 004.00 800 004.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P0900271 Roads: P0900271 - Roads Middelburg Reseal Roads Ward 22 (540/...)
22 P0900271 -Roads Middelburg Reseal Roads M/burg W22 (540/...)
600 000.00 800 004.00 800 004.00 Borrowing: Loans
204 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Roads Roads: (540) Roads Middelburg
P0900273 Roads: P0900273 - Roads Middelburg Reseal Roads Ward 25 (540/...)
25 P0900273 -Roads Middelburg Reseal Roads M/burg W25 (540/...)
600 000.00 800 004.00 800 004.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P0900212 Roads: P0900212 - Roads Middelburg Reseal Roads Ward 17 (540/...)
17 P0900212 -Roads Middelburg Reseal Roads M/burg W17 (540/...)
600 000.00 999 996.00 - Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P0900261 Roads: P0900261 - Roads Middelburg Reseal Roads Ward 20 (540/...)
20 P0900261 -Roads Middelburg Reseal Roads M/burg W20 (540/...)
600 000.00 999 996.00 999 996.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P0900264 Roads: P0900264 - Roads Middelburg Reseal Roads Ward 14 (540/...)
14 P0900264 -Roads Middelburg Reseal Roads M/burg W14 (540/...)
700 000.00 600 000.00 1 200 000.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P0900267 Roads: P0900267 - Roads Middelburg Reseal Roads Ward 11 (540/...)
11 P0900267 -Roads Middelburg Reseal Roads M/burg W11 (540/...)
800 000.00 699 996.00 699 996.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P0900269 Roads: P0900269 - Roads Middelburg Reseal Roads Ward 8 (540/...)
8 P0900269 - Roads Middelburg Reseal Roads M/burg W8 (540/...)
800 000.00 699 996.00 900 000.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P0900263 Roads: P0900263 - Roads Middelburg Reseal Roads Ward 15 (540/...)
15 P0900263 -Roads Middelburg Reseal Roads M/burg W15 (540/...)
1 100 000.00 1 299 996.00 1 299 996.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P0900265 Roads: P0900265 - Roads Middelburg Reseal Roads Ward 13 (540/...)
13 P0900265 -Roads Middelburg Reseal Roads M/burg W13 (540/...)
1 300 000.00 1 299 996.00 1 500 000.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P2000112 Multimodel Transport Facility W20: 540
20 P2000112: Multimodel Transport Facility W20: 540
2 000 000.00 - - Capital Replacement Reserve
205 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Roads Roads: (540) Roads Middelburg
P0900266 Roads: P0900266 - Roads Middelburg Reseal Roads Ward 12 (540/...)
12 P0900266 -Roads Middelburg Reseal Roads M/burg W12 (540/...)
2 000 000.00 600 000.00 800 004.00 Borrowing: Loans
Roads Roads: (540) Roads Middelburg
P1200145 Roads: P1200145 - Roads & Stormwater Low Income Areas Ward 8 (540/...)
8 P1200145 - Roads & Stormwater Low Income Areas W8 (540/...)
2 510 860.00 3 999 996.00 1 875 720.00 Municipal Infrastructure Grant
Roads Roads: (540) Roads Middelburg
P1200147 Roads: P1200147 - Roads & Stormwater Low Income Areas Ward 2 (540/...)
2 P1200147 - Roads & Stormwater Low Income Areas W2 (540/...)
2 616 500.00 3 500 004.00 3 369 396.00 Municipal Infrastructure Grant
Roads Roads: (540) Roads Middelburg
P1200158 Roads: P1200158 - Roads & Stormwater Low Income Areas Ward 23 (540/...)
23 P1200158- Roads & Stormwater Low Income Areas W23 (540/...)
3 000 000.00 4 598 400.00 - Municipal Infrastructure Grant
Roads Roads: (540) Roads Middelburg
P0008180 Storm water Conveyance: P0008180 Stormwater Aerorand West W12(540/...)
Whole of the Municipality
P0008180-Stormwater Aerorand West (540/...)
3 000 000.00 4 725 000.00 4 200 000.00 Capital Replacement Reserve (Services)
Roads Roads: (540) Roads Middelburg
P1200118 Roads: P1200116 - Roads & Stormwater Low Income Areas Ward 23 (540/...)
28 P1200118 - Roads & Stormwater Low Income Areas W28 (540/...)
3 500 000.00 - 2 000 004.00 Municipal Infrastructure Grant
Roads Roads: (540) Roads Middelburg
P2000153 Roads Somaphepha W09: 540
9 P2000153: Roads Somaphepha W09: 540
4 000 000.00 10 900 000.00 2 000 000.00 Nkangala:Infrastructure:NDM: Roads Transpo
Roads Roads: (540) Roads Middelburg
P2000152 Roads Tokologo (Ezinyokeni) road W27: 540
28 P2000152: Roads Tokologo (Ezinyokeni) road W28: 540
6 000 000.00 6 000 000.00 6 000 000.00 Nkangala:Infrastructure:NDM: Roads Transport
Roads Roads: (540) Roads Middelburg
P0008390 Roads Aerorand West W12: 540
12 P0008390: Roads Aerorand West W12: 540
8 500 000.00 13 500 000.00 12 000 000.00 Capital Replacement Reserve
206 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Roads Roads: (540) Roads Middelburg
P0008401 Roads Slipway Right Turn W12: 540
12 P0008401: Roads Slipway Right Turn W12: 540
10 000 000.00 - - Borrowing: Loans
Roads Roads: (542) Roads Hendrina
P0900251 Machinery and Equipment: P0900251-Replace equipment (542/...)
Hendrina P0900251-Replace Equipment (542/...)
- 200 004.00 200 004.00 Capital Replacement Reserve
Roads Roads: (542) Roads Hendrina
P1100129 Machinery and Equipment: P1100129 Equipment (542/...)
Hendrina P1100129-New Equipment (542/...)
30 000.00 - 30 000.00 Transfer from Operational Revenue
Roads Roads: (542) Roads Hendrina
P0007528 Subsurface Drains Hendrina/Kwaza W01: 542
1 P0007528: Subsurface Drains Hendrina/Kwaza W01: 542
350 000.00 350 004.00 380 004.00 Capital Replacement Reserve
Roads Roads: (542) Roads Hendrina
P0000245 Paving & Kerbs Hendrina & Kwaza W1: 542
1 P0000245: Paving & Kerbs Hendrina & Kwaza W1: 542
400 000.00 249 996.00 279 996.00 Capital Replacement Reserve
Roads Roads: (542) Roads Hendrina
P0900213 Roads: P0900213 - Reseal Roads Hendrina/Kwaza Ward 2 (542/...)
2 P0900213 - Reseal Roads Hendrina/Kwaza Ward 2 (542/...)
500 000.00 399 996.00 399 996.00 Borrowing: Loans
Roads Roads: (542) Roads Hendrina
P0900275 Roads: P0900275 - Reseal Roads Hendrina/Kwaza Ward 3 (542/...)
3 P0900275 - Reseal Roads Hendrina/Kwaza Ward 3 (542/...)
500 000.00 699 996.00 999 996.00 Borrowing: Loans
Roads Roads: (542) Roads Hendrina
P0900274 Roads: P0900274 - Reseal Roads Hendrina/Kwaza Ward 1 (542/...)
1 P0900274 - Reseal Roads Hendrina/Kwaza Ward 1 (542/...)
500 000.00 900 000.00 999 996.00 Borrowing: Loans
Roads Roads: (542) Roads Hendrina
P0007527 Stormwater Kwaza W01: 542
1 P0007527: Stormwater Kwaza W01: 542
600 000.00 600 000.00 699 996.00 Borrowing: Loans
Roads Roads: (542) Roads Hendrina
P1000357 Stormwater Hendrina W03: 542
3 P1000357: Stormwater Hendrina W03: 542
660 000.00 600 000.00 600 000.00 Borrowing: Loans
207 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Roads Roads: (543) Roads Villages
P1600110 Roads: P1600110 - Replace kerb inlets Eskom towns W05
6 P1600110 Replace Kerb Inlets Eskom Towns W05
- 200 004.00 219 996.00 Capital Replacement Reserve
Roads Roads: (543) Roads Villages
P0900279 Reseal Roads Rural & Eskom Towns W05: 543
5 P0900279: Reseal Roads Rural & Eskom Towns W05: 543
- 999 996.00 - Borrowing: Loans
Roads Roads: (543) Roads Villages
P0008397 Paving & Kerbs Villages & Rural W4: 543
4 P0008397: Paving & Kerbs Villages & Rural W4: 543
200 000.00 200 004.00 249 996.00 Capital Replacement Reserve
Roads Roads: (543) Roads Villages
P1100221 Subsurface Drainage Villages W01: 543
1 P1100221: Subsurface Drainage Villages W01: 543
350 000.00 350 004.00 380 004.00 Capital Replacement Reserve
Roads Roads: (543) Roads Villages
P0008396 Stormwater Villages W04: 543
4 P0008396: Stormwater Villages W04: 543
500 000.00 500 004.00 600 000.00 Borrowing: Loans
Roads Roads: (543) Roads Villages
P1100223 P1100223-Stormwater Presidentsrus W29: 543
29 P1100223-Stormwater Presidentsrus W29: 543
600 000.00 600 000.00 600 000.00 Borrowing: Loans
Roads Roads: (543) Roads Villages
P1100222 Roads Presidentsrus W29: 543
29 P1100222: Roads Presidentsrus W29: 543
2 000 000.00 3 000 000.00 2 000 004.00 Borrowing: Loans
Roads Roads: (543) Roads Villages
P0000246 Roads Kranspoort W29: 543
29 P0000246: Roads Kranspoort W29: 543
2 500 000.00 2 499 996.00 3 000 000.00 Borrowing: Loans
Sewerage Sewerage: (547) Sewerage Villages
P0008395 Refurbish Komati WWTW W04: 547
4 P0008395: Refurbish Komati WWTW W04: 547
- 219 996.00 219 996.00 Capital Replacement Reserve
Sewerage Sewerage: (547) Sewerage Villages
P1400144 Upgrading of buildings in Tokologo pump station: W28
28 P1400144: Upgrade of buildings in Tokologo pump station: W28
- 549 996.00 - Capital Replacement Reserve
Sewerage Sewerage: (547) Sewerage Villages
P0008394 Refurbish Blinkpan WWTW W04: 547
4 P0008394: Refurbish Blinkpan WWTW W04: 547
370 000.00 150 000.00 150 000.00 Capital Replacement Reserve
208 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Sewerage Sewerage: (547) Sewerage Villages
P0008236 Biological or Cultivated Assets: P0008236-Biological toilets Rural settlements (547/...)
Ward 09, 04,05, 07 and 29
P0008236 Rural Sanitation (547/...)
4 800 000.00 999 996.00 999 996.00 Capital Replacement Reserve
Sewerage Sewerage: (550) Sewerage
P1700069 Sewer Network Kwaza X 9 W01: 550
1 P1700069: Sewer Network Kwaza X 9 W01: 550
- - 4 500 000.00 Municipal Infrastructure Grant
Sewerage Sewerage: (550) Sewerage
P1900160 Bulk Sewer & Collectio Network Ext 42 W16: 550
16 P1900160: Bulk Sewer & Collectio Network Ext 42 W16: 550
- 699 996.00 - Capital Replacement Reserve
Sewerage Sewerage: (550) Sewerage
P1100203 Machinery and Equipment: P1100203-Replace redundant equipment (550/...)
Whole of the Municipality
P1100203-Replace Redundant Equipment (550/...)
38 850.00 40 704.00 - Transfer from Operational Revenue
Sewerage Sewerage: (550) Sewerage
P1900159 Plan & Design Sewer Network X23 Node D W21: 550
21 P1900159: Plan & Design Sewer Network X23 Node D W21: 550
600 000.00 - - Capital Replacement Reserve
Sewerage Sewerage: (550) Sewerage
P2000027 New sewer network Mhluzi ext 2: 550
23 P2000027: New Sewer Network Mhluzi W23: 550
700 000.00 - - Capital Replacement Reserve
Sewerage Sewerage: (550) Sewerage
P0008049 Reticulation: P0008049-Replace old sewer lines Middelburg/Mhluzi (550/...)
Whole of the Municipality
P0008049-Sewerage Replace Sewer Lines M/Burg/Mhluzi (550/...
700 000.00 99 996.00 174 996.00 Capital Replacement Reserve
Sewerage Sewerage: (550) Sewerage
P2000115 Bulk Sewer & Collection Network Dennesig North W17:55
17 P2000115: Bulk Sewer & Collection Network Den North W17: 550
10 000 000.00 18 000 000.00 - Capital Replacement Reserve
Sewerage Sewerage: (550) Sewerage
P1800078 Outfall Sewers: P1800078-Outfall Sewer Lines Mall & German Dev (550/...)
Whole of the Municipality
P1800078-Outfall Sewer Lines from Middelburg (550/
15 000 000.00 - - Capital Replacement Reserve
Sewerage Sewerage: (551)
P0008184 Reticulation: P0008184 Sewerage connections (551/...)
Whole of the Municipality
P0008184-Sewerage Connections (551/...)
100 000.00 99 996.00 99 996.00 Transfer from Operational Revenue
209 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Sewerage Connections
Sewerage Sewerage: (546) Sewerage Hendrina
P1200163 P1200163: New sewer network Hendrina/Kwaza W02: 546
2 P1200163: New sewer network Hendrina/Kwaza W02: 546
2 590 000.00 Capital Replacement Reserve
Sewerage Sewerage: (546) Sewerage Hendrina P2000160
P2000160: Basic Sanitation Kazamokuhle W1: 546
1 P2000160: Basic Sanitation Kazamokuhle W1: 546
600 000.00
Capital Replacement Reserve
Sewerage Sewerage: (546) Sewerage Hendrina P2000161
P2000161: Basic Sanitation Kazamokuhle W2: 546
2 P2000161: Basic Sanitation Kazamokuhle W2: 546
456 000.00
Capital Replacement Reserve
Sewerage Sewerage: (546) Sewerage Hendrina P2000162
P2000162: Basic Sanitation Kazamokuhle W3: 546
3 P2000162: Basic Sanitation Kazamokuhle W3: 546
2 436 000.00
Capital Replacement Reserve
Solid Waste Disposal (Landfill Sites)
Solid Waste Disposal (Landfill Sites): (430) Landfill Sites
P2000138 Pavement Of Buyback Centre: 430
26 P2000138: Pavement Of Buyback Centre W26: 430
- - 420 000.00 Capital Replacement Reserve
Solid Waste Disposal (Landfill Sites)
Solid Waste Disposal (Landfill Sites): (430) Landfill Sites
P1800085 Landfill Sites: P1800085 New Landfill Site Hendrina (430/...)
1,2,3 P1800085 New Landfill Site Hendrina (430/...)
- - 999 996.00 Municipal Infrastructure Grant
Solid Waste Disposal (Landfill Sites)
Solid Waste Disposal (Landfill Sites): (430) Landfill Sites
P1800084 Landfill Sites: P1800084-New Landfill Site Middelburg (430/...)
Whole of the Municipality
P1800084-New Landfill Site Middelburg (430/...)
- - 3 800 004.00 Municipal Infrastructure Grant
210 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Solid Waste Disposal (Landfill Sites)
Solid Waste Disposal (Landfill Sites): (430) Landfill Sites
P2000124 Construct material recovery facility: 430
28 P2000124: Construct material recovery facility W28: 430
- 3 000 000.00 9 999 996.00 Capital Replacement Reserve
Solid Waste Disposal (Landfill Sites)
Solid Waste Disposal (Landfill Sites): (430) Landfill Sites
P2000071 Establishment of ramps for skips: 430
Whole of the Municipality
P2000071: Establishment of ramps for skips: 430
300 000.00 - - Capital Replacement Reserve
Solid Waste Disposal (Landfill Sites)
Solid Waste Disposal (Landfill Sites): (430) Landfill Sites
P2000070 Establishment of Mini-Stations: 430
Whole of the Municipality
P2000070: Establishment of Mini-Stations: 430
4 000 000.00 3 999 996.00 3 999 996.00 Capital Replacement Reserve
Solid Waste Disposal (Landfill Sites)
Solid Waste Disposal (Landfill Sites): (430) Landfill Sites
P2000023 Construct drop off centre: 430
28 P2000023: Construct drop off centre W28: 430
9 000 000.00 - - Capital Replacement Reserve
Solid Waste Disposal (Landfill Sites)
Solid Waste Disposal (Landfill Sites): (430) Landfill Sites
P1600107 Landfill Sites: P1600107- Extend Middelburg Landfill site W28
28 P1600107 Extend Middelburg Landfill Site W28
9 000 000.00 3 000 000.00 - Municipal Infrastructure Grant
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P1800028 Transport Assets: P1800028 Trailer for containers (420/...)
admin P1800028-New Trailer For Containers (420/...)
- - 800 004.00 Capital Replacement Reserve
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P2000064 Purchase Two Double Cabs: 420
admin P2000064: Purchase Two double Cabs
- - 999 996.00 Capital Replacement Reserve
211 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P2000125 Purchase of Notice Boards: 420
Whole of the Municipality
P2000125: Purchase of Notice Boards: 420
- 159 996.00 170 004.00 Transfer from Operational Revenue
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P2000063 Panel Truck for Mobile Recycling: 420
admin P2000063: Panel Truck for Mobile Recycling: 420
- 900 000.00 - Capital Replacement Reserve
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P1100046 Transport Assets: P1100046 Tipper truck 6m3 (420/...)
admin P1100046-6m3 Tipper truck (420/...)
- 1 850 004.00 - Capital Replacement Reserve
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P2000117 Purchase Trailer for waste Removal: 420
admin P2000117: Purchase Trailer for Waste Removal: 420
30 000.00 - - Transfer from Operational Revenue
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P1000080 Machinery and Equipment: P1000080-Replace 1.75 cub containers (420/...)
ward 3,11,13,15 P1000080-Replace 1.75 Cub Meter Container (420/...)
100 000.00 300 000.00 399 996.00 Capital Replacement Reserve
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P1900153 Sign Boards For Illegal Dumping: 420
Whole of the Municipality
P1900153: Sign Boards For Illegal Dumping: 420
150 000.00 - - Transfer from Operational Revenue
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P1000289 Machinery and Equipment: P1000289-Replace street bins (420/...)
Whole of the Municipality
P1000289-Replace Street Bins (420/...)
200 000.00 300 000.00 279 996.00 Transfer from Operational Revenue
212 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P0900206 Machinery and Equipment: P09000206 Roll-on roll-off containers (420/...)
ward 3 & ward 16 P0900206-New Roll-On Roll-Off Containers (420/...)
300 000.00 350 004.00 380 004.00 Capital Replacement Reserve
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P0008018 Transport Assets: P0008018 Purchase LDV (420/...)
admin P0008018-New LDV (420/...)
380 000.00 399 996.00 549 996.00 Capital Replacement Reserve
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P2000032 Purchase waste information system: 420
admni P2000032: Purchase Waste Information System: 420
400 000.00 - - Capital Replacement Reserve
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P2000067 Replacement of Manual Gearboxes with Automatic Gearboxes for Two Skip Loaders: 420
admin P2000067: Replace Manual with Automatic Gearboxes: SWM 420
600 000.00 - - Capital Replacement Reserve
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P1200052 Machinery and Equipment: P1200052 Skip containers (420/...)
ward 3,11,23,28,7,4,16,21,1
P1200052-New Skip Containers (420/...)
600 100.00 849 996.00 920 004.00 Capital Replacement Reserve
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P2000158 Fiiting of bin lifting mechanisms on compactor trucks: 420
Whole of the Municipality
P2000158: Fiiting of bin lifting mechanisms on compactor:420
2 000 000.00 - - Capital Replacement Reserve
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P1900033 Transport Assets: P1900033 New Roll-on-roll-off truck (420)
admin P1900033 New Roll-on-roll-off Truck (420/...)
2 500 000.00 - - Capital Replacement Reserve
213 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P1000354 Transport Assets: P1000354 Skip loader trucks (420/...)
admin P1000354-New Skip Loader Truck (420/...)
2 500 000.00 - 2 000 004.00 Capital Replacement Reserve
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P1200046 Transport Assets: P1200046 Refuse compactor 20.5m3 (420/...)
admin P1200046-20.5m3 Refuse compactor (420/...)
7 400 000.00 7 800 000.00 8 000 004.00 Capital Replacement Reserve
Solid Waste Removal
Solid Waste Removal: (422) Solid Waste Removal Hendrina & Villages (421)
P1800125 Waste Transfer Stations: P1800125 Construct Transfer Station Rietkuil W7
7 P1800125 Construct Transfer Station Rietkuil W7
- - 5 199 996.00 Municipal Infrastructure Grant
Solid Waste Removal
Solid Waste Removal: (422) Solid Waste Removal Hendrina & Villages (421)
P2000088 New Ablution Facility: 422
16 P2000088: New Ablution Facility W16: 422
80 000.00 - - Capital Replacement Reserve
Solid Waste Removal
Solid Waste Removal: (420) Solid Waste Removal
P1900034 New 240L Wheelie bins (420)
Whole of the Municipality
P1900034 New 240L Wheelie Bins (420/...)
19 611 840.00
Capital Replacement Reserve
214 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Sports Grounds and Stadiums
Sports Grounds and Stadiums: (530) Sport Grounds and Stadiums
P1800124 Outdoor Facilities: P1800124 Resurface Eastdene Stadium Courts W10
10 P1800124 Resurface Eastdene Stadium Courts W10
- - 900 000.00 Capital Replacement Reserve
Sports Grounds and Stadiums
Sports Grounds and Stadiums: (530) Sport Grounds and Stadiums
P1800123 Outdoor Facilities: P1800123 Replace Eastdene Stadium Lights W10
10 P1800123 Replace Eastdene Stadium Lights W10
- - 2 000 004.00 Capital Replacement Reserve
Sports Grounds and Stadiums
Sports Grounds and Stadiums: (530) Sport Grounds and Stadiums
P1800120 Outdoor Facilities: P1800120 Upgrade Nasaret Stadium W08
8 P1800120 Upgrade Nasaret Stadium W08: 530
- - 3 000 000.00 Capital Replacement Reserve
Sports Grounds and Stadiums
Sports Grounds and Stadiums: (530) Sport Grounds and Stadiums
P1800126 Outdoor Facilities: P1800126 Develop Stadium in Kwaza W02
2 P1800126 Develop Stadium Kwaza W02
- - 5 000 004.00 Capital Replacement Reserve
Sports Grounds and Stadiums
Sports Grounds and Stadiums: (530) Sport Grounds and Stadiums
P1100220 Upgrading at Kees Taljaard stadium W15: 530
15 P1100220: Upgrading at Kees Taljaard stadium W15: 530
- 350 004.00 350 004.00 Capital Replacement Reserve
Sports Grounds and Stadiums
Sports Grounds and Stadiums: (530) Sport
P1800121 Outdoor Facilities: P1800121 Irrigation System at Kees Taljaard W15
15 P1800121 Irrigation System Kees Taljaard W15
- 399 996.00 - Capital Replacement Reserve
215 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Grounds and Stadiums
Sports Grounds and Stadiums
Sports Grounds and Stadiums: (530) Sport Grounds and Stadiums
P1700067 Upgrade Hendrina Cosmos Sport W03: 530
3 P1700067: Upgrade Hendrina Cosmos Sport W03: 530
- 500 004.00 - Capital Replacement Reserve
Sports Grounds and Stadiums
Sports Grounds and Stadiums: (530) Sport Grounds and Stadiums
P2000126 Upgrading of Caretakerhouse and Ablution at Eastdene Sport facility W10: 530
10 P2000126: Upgrading of Eastdene sports facilitty W10: 530
- 549 996.00 - Capital Replacement Reserve
Sports Grounds and Stadiums
Sports Grounds and Stadiums: (530) Sport Grounds and Stadiums
P1900053 Outdoor Facilities: P1900053 Upgrade & extend ablutions Middelburg Dam (530)
10 P1900053 Upgrade Ablution Facilities M/Burg Dam (530/...)
- 1 250 004.00 - Capital Replacement Reserve
Sports Grounds and Stadiums
Sports Grounds and Stadiums: (530) Sport Grounds and Stadiums
P1800127 Outdoor Facilities: P1800127 Floodlights at Kees Taljaard Cricket Staduim W15
15 P1800127 Floodlights at Kees Taljaard Cricket tadium W15: 530
- 2 000 004.00 - Capital Replacement Reserve
Sports Grounds and Stadiums
Sports Grounds and Stadiums: (530) Sport Grounds and Stadiums
P1100213 Outdoor Facilities: P1100213 Basic Sport Facilities Low Income Areas (530/...)
Whole of the Municipality
P1100213 Basic Sport Low Income Areas (530/...)
- 3 000 000.00 2 900 004.00 Municipal Infrastructure Grant
216 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Sports Grounds and Stadiums
Sports Grounds and Stadiums: (530) Sport Grounds and Stadiums
P0000244 Replace Hard Surface Tennis Courts Kees Taljaard W15: 530
15 P0000244: Resurface Hard surface courts Kees Taljaard W15: 530
200 000.00 - 500 004.00 Capital Replacement Reserve
Sports Grounds and Stadiums
Sports Grounds and Stadiums: (530) Sport Grounds and Stadiums
P1800122 Outdoor Facilities: P1800122 Replace Fence at Kees Taljaard W15
15 P1800122 Replace Fence at Kees Taljaard W15
350 000.00 - - Capital Replacement Reserve
Sports Grounds and Stadiums
Sports Grounds and Stadiums: (530) Sport Grounds and Stadiums
P2000080 Renovations Mhluzi stadium pavillion Themba Senamela: 530
18 P2000080: Renovations Mhluzi stadium pavillion Themba Sename W18: 530
6 000 000.00 - - Capital Replacement Reserve
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P1200112 LV Networks: P1200112 - LV Highmast Low Income Areas Ward 1 (731/...)
1 P1200112-LV Highmasts Low income areas W1 (731/...)
- - 530 004.00 Municipal Infrastructure Grant
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P2000083 Replace LV Streetlights W11: 731
11 P2000083: Replace LV Streetlights W11: 731
- 600 000.00 - Capital Replacement Reserve
217 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P1200141 LV Networks: P1200141 - LV Highmast Low Income Areas Ward 20 (731/...)
20 P1200141-LV Highmasts Low income areas W20 (731/...)
- 960 000.00 - Municipal Infrastructure Grant
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P1400147 New Highmast in Rockdale W06: 731
6 P1400147: Highmast in Rockdale W 06: 731
- 960 000.00 - Municipal Infrastructure Grant
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P1200140 LV Networks: P1200140 - LV Highmast Low Income Areas Ward 18 (731/...)
18 P1200140-LV Highmasts Low income areas W18 (731/...)
- 960 000.00 1 059 996.00 Municipal Infrastructure Grant
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P1200143 LV Networks: P1200143 - LV Highmast Low Income Areas Ward 23 (731/...)
23 P1200143-LV Highmasts Low income areas W23 (731/...)
- 960 000.00 1 299 996.00 Municipal Infrastructure Grant
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P0008360 LV Networks: P0008360 LV Upgrade Existing High Masts Ward 22 (731/...)
22 P0008360 - LV Upgrade Existing High Masts W22 (731/...)
150 000.00 150 000.00 150 000.00 Capital Replacement Reserve
218 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P0008361 LV Networks: P0008361 LV Upgrade Existing High Masts Ward 20 (731/...)
20 P0008361 - LV Upgrade Existing High Masts W20 (731/...)
150 000.00 150 000.00 350 004.00 Capital Replacement Reserve
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P0008359 LV Networks: P0008359 LV Upgrade Existing High Masts Ward 28 (731/...)
28 P0008359 - LV Upgrade Existing High Masts W28 (731/...)
300 000.00 - - Capital Replacement Reserve
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P0008363 LV Networks: P0008363 LV Upgrade Existing High Masts Ward 2 (731/...)
2 P0008363 - LV Upgrade Existing High Masts W2 (731/...)
300 000.00 - - Capital Replacement Reserve
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P0008362 LV Networks: P0008362 LV Upgrade Existing High Masts Ward 19 (731/...)
19 P0008362 - LV Upgrade Existing High Masts W19 (731/...)
300 000.00 300 000.00 300 000.00 Capital Replacement Reserve
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P1400146 Highmast Lights W15: 731
15 P1400146: Highmast Lights W 15: 731
435 000.00 - - Capital Replacement Reserve
219 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P0008098 LV Networks: P0008098 LV Upgrade Existing High Masts Ward 17 (731/...)
17 P0008098 - LV Upgrade Existing High Masts W17 (731/...)
450 000.00 - - Capital Replacement Reserve
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P2000001 P2000001- LV New High Mast Low income areas W8: 731
8 P2000001: LV New High Mast Low income areas W8: 731
460 000.00 - - Capital Replacement Reserve
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P1200160 LV Networks: P1200160 - LV Streetlights install additional fittings W21 (731/...)
21 P1200160 LV Streetlights install additional fittingsW21(731)
600 000.00 - - Capital Replacement Reserve
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P1200137 LV Networks: P1200137 - LV Highmast Low Income Areas Ward 24 (731/...)
24 P1200137-LV Highmasts Low Income Areas W24 (731/...)
870 000.00 - 1 059 996.00 Municipal Infrastructure Grant
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P1200138 LV Networks: P1200138 -LV Highmast Low Income Areas Ward 25 (731/...)
25 P1200138-LV Highmasts Low Income Areas W25 (731/...)
870 000.00 - 1 059 996.00 Municipal Infrastructure Grant
220 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P2000003 P2000003- LV New High Mast Low income areas W15: 731
15 P2000003: LV New High Mast Low income areas W15: 731
900 000.00 - - Capital Replacement Reserve
Street Lighting and Signal Systems
Street Lighting and Signal Systems: (731) Street and Area Lighting
P1200136 LV Networks: P1200136 - LV Highmast Low Income Areas Ward 2 (731/...)
2 P1200136-LV Highmasts Low income areas W2 (731/...)
2 560 000.00 2 880 000.00 890 004.00 Municipal Infrastructure Grant
Taxi Ranks Taxi Ranks: (557) Taxi Ranks
P1400153 Taxi Rank At Hendrina W2: 557
2 P1400153: Taxi Rank At Hendrina W2: 557
- - 999 996.00 Capital Replacement Reserve
Taxi Ranks Taxi Ranks: (557) Taxi Ranks
P1400152 P1400152-Upgrade taxi ranks Middelburg W13: 557
13 P1400152-Upgrade taxi ranks Middelburg W13: 557
6 000 000.00 8 000 004.00 - Capital Replacement Reserve
Waste Water Treatment
Waste Water Treatment: (552) Waste Water Treatment Plant
P1100219 Replace Fence Tokologo pump station W28: 552
28 P1100219: Replace Fence Tokologo pump station W28: 552
- 245 200.00 - Capital Replacement Reserve
Waste Water Treatment
Waste Water Treatment: (552) Waste Water Treatment Plant
P1100218 Replace Fence Ext 8 pump station W25: 552
25 P1100218: Replace Fence Ext 8 pump station W25: 552
- 283 050.00 - Capital Replacement Reserve
Waste Water Treatment
Waste Water Treatment: (552) Waste
P1100217 Replace Fence Newtown pump stationx2 W17: 552
17 P1100217: Replace Fence Newtown pump stationx2 W17: 552
- 471 746.00 - Capital Replacement Reserve
221 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Water Treatment Plant
Waste Water Treatment
Waste Water Treatment: (552) Waste Water Treatment Plant
P0008391 Replace Pumps W17: 552
17 P0008391: Replace Pumps W17: 552
- 510 000.00 - Capital Replacement Reserve
Waste Water Treatment
Waste Water Treatment: (552) Waste Water Treatment Plant
P2000086 Replace Boskrans WWTW Equipment: 552
17 P2000086: Replace Boskrans WWTW Equipment W17: 552
13 480 000.00 - - External Borrowings
Waste Water Treatment
Waste Water Treatment: (552) Waste Water Treatment Plant
P1700070 Boskrans WWTW Phase 2 W19: 552
19 P1700070: Boskrans WWTW Phase 2 W19: 552
42 300 000.00 30 000 000.00 30 000 000.00 Borrowing: Loans
Waste Water Treatment
Waste Water Treatment: (553) Waste Water Treatment Plant Hendrina
P0008393 Replace Equipment Kwaza WWTW W03: 553
3 P0008393: Replace Equipment Kwaza WWTW W03: 553
551 250.00 68 796.00 579 996.00 Capital Replacement Reserve
Water Distribution
Water Distribution: (560) Water Distribution Middelburg
P1600112 Distribution: P1600112 Bulk water connection Doornkop resettlement W29
29 P1600112 Bulk Water Connection Doornkop W29
- - 5 499 996.00 Municipal Infrastructure Grant
222 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Water Distribution
Water Distribution: (560) Water Distribution Middelburg
P1000129 Machinery and Equipment: P1000129-Underwater pressure drill (560/...)
Whole of the Municipality
P1000129-Replace Underwater Pressure Drill (560/...)
- 30 000.00 - Transfer from Operational Revenue
Water Distribution
Water Distribution: (560) Water Distribution Middelburg
P1100216 Machinery and Equipment: P1100216-Replace plant & equipment (560/...)
Whole of the Municipality
P1100216-Replace Plant & Equipment (560/...)
- 30 000.00 - Transfer from Operational Revenue
Water Distribution
Water Distribution: (560) Water Distribution Middelburg
P2000141 New Water Network Newtown: 560
17 P2000141: New Water Network Newtown W17: 560
- 500 004.00 - Capital Replacement Reserve
Water Distribution
Water Distribution: (560) Water Distribution Middelburg
P1900161 Bulk Water Reticulation Ext 42 W16: 560
16 P1900161: Bulk Water Reticulation Ext 42 W16: 560
- 699 996.00 - Capital Replacement Reserve
Water Distribution
Water Distribution: (560) Water Distribution Middelburg
P1800108 New water Connections RDP Newtown W17: 560
17 P1800108: New water Connections RDP Newtown W17: 560
100 000.00 - - Capital Replacement Reserve
Water Distribution
Water Distribution: (560) Water Distribution Middelburg
P2000028 New water network Mhluzi ext 2: 560
23 P2000028: New water network: Mhluzi ext 2: 560
500 000.00 - - Capital Replacement Reserve
Water Distribution
Water Distribution: (560) Water Distribution Middelburg
P1000132 Distribution: P1000132-Replace old water meters (560/...)
Whole of the Municipality
P1000132-Water Distr M/Burg Repl Old Water Meters (560/...)
500 000.00 500 004.00 500 004.00 Capital Replacement Reserve
223 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Water Distribution
Water Distribution: (560) Water Distribution Middelburg
P0008055 Water Treatment Works: P0008055-Bulk flow meters (560/...)
Whole of the Municipality
P0008055-Install bulk flow meters (560/...)
540 100.00 500 004.00 500 004.00 Capital Replacement Reserve
Water Distribution
Water Distribution: (560) Water Distribution Middelburg
P1900162 Bulk Water Reticulation Ext 23( Node D) W21: 560
21 P1900162: Bulk Water Reticulation Ext 23( Node D) W21: 560
700 000.00 - - Capital Replacement Reserve
Water Distribution
Water Distribution: (560) Water Distribution Middelburg
P2000087 Water Demand Modelling Software: 560
Administrative or Head Office (Including Satellite Offices)
P2000087: Water Management/Demand Modelling Software: 560
700 000.00 - - Capital Replacement Reserve
Water Distribution
Water Distribution: (560) Water Distribution Middelburg
P2000039 New Water Network W11: 560
11 P2000039: New Water Network W11: 560
1 200 000.00 - - Capital Replacement Reserve (Services)
Water Distribution
Water Distribution: (560) Water Distribution Middelburg
P1200161 Upgrade Pipeline Vaalbank & Skietbaan W11: 560
11 P1200161: Upgrade Pipeline Vaalbank & Skietbaan W11: 560
5 000 000.00 - - Borrowing: Loans
Water Distribution
Water Distribution: (560) Water Distribution Middelburg
P2000089 Bulk Water Reticulation Dennesig North W17: 560
17 P2000089: Bulk Water Reticulation Dennesig North W17: 560
8 000 000.00 - - Capital Replacement Reserve
Water Distribution
Water Distribution: (560) Water Distribution Middelburg
P2000090 Replace Water Pipes Mhluzi: 560
Whole of the Municipality
P2000090: Replace Water Pipes Mhluzi: 560
20 600 000.00 24 999 996.00 30 000 000.00 Water Services Infrastructure Grant
224 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Water Distribution
Water Distribution: (565) Water Connections
P0008201 Distribution: P0008201 Water connections (565/...)
Whole of the Municipality
P0008201-New water connections (565/...)
1 015 625.00 1 043 100.00 1 051 392.00 Transfer from Operational Revenue
Water Distribution
Water Distribution: (566) Water Distribution Hendrina
P0900096 Machinery and Equipment: P0900096-Replace water pump (566/...)
Hendrina P0900096-Replace Water Pump (566/...)
- 30 000.00 - Transfer from Operational Revenue
Water Distribution
Water Distribution: (566) Water Distribution Hendrina
P0008062 Distribution: P0008062-Replace old water pipes Hendrina/Kwaza (566/...)
Hendrina P0008062-Water Distr Repl Water Pipes Hendrina/Kwaza (566/..
- 135 000.00 135 000.00 Capital Replacement Reserve
Water Distribution
Water Distribution: (566) Water Distribution Hendrina
P0008163 Distribution: P0008163-Replace old water meters Hendrina/Kwaza (566/...)
Hendrina P0008163-Water Distr Repl Water Meters Hendrina/Kwaza (566/.
150 000.00 150 000.00 150 000.00 Capital Replacement Reserve
Water Distribution
Water Distribution: (566) Water Distribution Hendrina
P1900158 Water Connections RDP Ward Kwaza W1: 566
1 P1900158: Water Connections RDP Ward Kwaza W1: 566
200 000.00 - - Capital Replacement Reserve
Water Distribution
Water Distribution: (567) Water Distribution Villages
P1000133 Distribution: P1000133-Replace old water meters in Eskom towns (567/...)
Whole of the Municipality
P1000133-Water Replace Water Meters Eskom Towns (567/...)
30 000.00 30 000.00 30 000.00 Capital Replacement Reserve
Water Distribution
Water Distribution: (567) Water Distribution Villages
P1600113 Reservoirs: P1600113-New storage reservoir in Pullenshope W05
5 P1600113 New Storage Reservoir in Pullenshope
6 000 000.00 - - External Borrowings
225 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Water Distribution
Water Distribution: (566) Water Distribution Hendrina
P2000159 New Water Network Kwaza W02: 566
2 P2000159: New Water Network Kwaza W02: 566
1 890 000.00
Capital Replacement Reserve
Water Storage
Water Storage: (564) Water Storage
P2000144 Construction of Sleeping Quarter at Newtown Pump Station W17: 564
17 P2000144: Constr of Sleeping Quarter at Newtown Pump Station W17: 564
- - 500 004.00 Capital Replacement Reserve
Water Storage
Water Storage: (564) Water Storage
P2000037 Upgrade Vliegveld Reservoir complex: 564
12 P2000037: Upgrade Vliegveld Reservoir Complex W12: 564
- 699 996.00 - Capital Replacement Reserve
Water Storage
Water Storage: (564) Water Storage
P0900105 Machinery and Equipment: P0900105-Stihl brushcutters (564/...)
Whole of the Municipality
P0900105-Replace Stihl Brushcutters (564/...)
30 000.00 - 45 000.00 Transfer from Operational Revenue
Water Storage
Water Storage: (564) Water Storage
P2000033 Replace steel pipes from Middelburg to RMB reservoir: 564
10 P2000033: Replace steel pipes M'burg dam/ RMB reservoir W10: 564
500 000.00 - - Capital Replacement Reserve
Water Storage
Water Storage: (564) Water Storage
P2000035 Upgrade Graspan Reservoir complex: 564
21 P2000035: Upgrade Graspan Reservoir Complex W21: 564
700 000.00 - - Capital Replacement Reserve
Water Storage
Water Storage: (564) Water Storage
P0900278 Replace Equipment M'lburg Dam Pump Station W10: 564
10 P0900278: Replace Equipment M'burg Dam Pump Station W10: 564
4 040 000.00 3 000 000.00 3 800 004.00 Capital Replacement Reserve
Water Treatment
Water Treatment: (561) Water Treatment Plant
P2000105 Vaalbank Water Treatment Plant Plan: 561
11 P2000105: Vaalbank Water Treatment Plant Plan W11: 561
500 000.00 - - Capital Replacement Reserve
226 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 1: SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic Goal: Provision of sustainable and accessible service to all
DEPARTMENT FUNCTION PROJECT NO
PROJECT OUTPUT WARD KPI FROM IDP APPROVED 2019/20
APPROVED 2020/21
APPROVED 2021/2022
FUNDING SOURCE
Water Treatment
Water Treatment: (561) Water Treatment Plant
P2000022 Replace Asbestos Pipe VaalBank/Nasaret: 561
8 P2000022: Replace Asbestos Pipe VaalBank/Nasareth W8: 561
800 000.00 - - Capital Replacement Reserve
Water Treatment
Water Treatment: (561) Water Treatment Plant
P0008255 Machinery and Equipment: P0008255-Replace valves in bulk supply line (561/...)
Whole of the Municipality
P0008255 Replace Valves & Other Items Bulk Supply Line: 561
1 000 000.00 219 996.00 249 996.00 Capital Replacement Reserve
Water Treatment
Water Treatment: (561) Water Treatment Plant
P0008392 Replace Equipment Vaakbank WTW W11: 561
11 P0008392: Replace Equipment Vaakbank WTW W11: 561
3 700 000.00 2 000 004.00 699 996.00 Capital Replacement Reserve
Water Treatment
Water Treatment: (563) Water Treatment Plant Kruger Dam
P1900163 Replace Equipment Kruger Dam WTP W12: 563
12 P1900163: Replace Equipment Kruger Dam WTP W12: 563
200 000.00 120 000.00 - Capital Replacement Reserve
Water Treatment
Water Treatment: (571) Water Treatment Plant Hendrina
P1900164 New Reservoir Kwazamokuhle W03: 571
3 P1900164: New Reservoir Kwazamokuhle W03: 571
1 300 000.00 - - Water Services Infrastructure Grant
Water Treatment
Water Treatment: (571) Water Treatment Plant Hendrina
P2000020 Construction of reservoir at Kwazamokuhle W2: 571
2 P2000020: Constuction reservoir Kwazamokuhle W2: 571
8 100 000.00 - - Water Services Infrastructure Grant
227 The Number One African City in Service Delivery, Innovation and Good Governance
CHAPTER 9. SMART CITY PROGRAMME
9.1. Introduction
Smart Cities generally have capabilities and also have the ability to use “Information and
Communication Technologies (ICT’s) to merge all dimensions of smart utilities and other smart
applications into concepts that bring together all the characteristics associated with organisational
change, technological advancement, economic and social development and other dynamics of a
modern city.
9.2. Smart City programme
Legislative Requirements
National Road Traffic Act (Act 03/1996)
Private Security Industry Registration Act 2001(Act No. 56/2001)
Criminal Procedure Act, 51of 1977
South African Police Service Act (Act 68 of 1995)
BY-LAWS
The Constitution
National Archives Act
SITA Amendment Act
Municipal Service Act
Telecommunication Act
National Development Plan 2030
Municipal Finance Management Act
Telecommunications Amendment Act
Protection of Personal Information Act
The State Information Technology Act
Promotion of Access to Information Act
Protection of Government Information Act
Electronic Communication and Transaction Act
Independent Communication Authority of South Africa Act
Municipal Corporate Governance Information Technology Policy Framework
Regulation of Interception of Communications and Provision of Communication Related
Information
228 The Number One African City in Service Delivery, Innovation and Good Governance
The Smart city applies to and guides all urban development and planning to implement more efficient
use of resources and more intelligent systems of decision-making and innovation. A Smart City of
STLM will enable communities to improve the economy of the municipality’s, infrastructures and
utilities, the environment, living conditions.
The definition of the Smart City of STLM is: Smart City of STLM is a city that makes decisions and
governs through technologically enhanced engagement with its citizens who have universal access
to services and information where socio economic development and efficient service delivery is at
its core.
The objective of this priority is to become a smart city, by providing services that are easy to access
and use, while being efficient, responsive in an open and transparent way; and ensuring
sustainability financially, environmentally and in quality service delivery.
1. The Smart city of STLM is envisaged to achieve the following outcomes:
Enhanced institutionalised technological competency
Increased service delivery efficiency and productivity
Reinforced smart and effective service delivery which is maintained as a norm
Augmented quality of the STLM’s Information, Communication & Technology (ICT) systems
and services to support and enhance citizens’ active involvement and engagement
Sustained provision of Municipal services to households utilising the broadband
infrastructure.
2. Key outcomes:
STLM as a technologically competent Institution.
STLM as a Smart City with enhanced service efficiencies and productivity.
Smart and effective service delivery maintained as the norm.
Quality STLM information, communication & technology systems (ICT) and services to
support and enhance citizen active involvement and engagement.
Municipal services provided to households utilizing the broadband infrastructure.
The STLM broadband network will be a driver of growth and development, and will provide
opportunities to solve socio-economic disparities/inequalities. Therefore, it will is a key strategic
focus area to strengthen the capacity to build an effective and efficient ICT infrastructure, which will
yield:
Excellent management system/s
Effective policies, and
Streamline processes for effective decision-making and service delivery.
The Smart City approach will also support and enable many of the recently defined game
changes of the municipality:
• Public safety: Inner-city surveillance will improve public safety, enhance monitoring, law
enforcements, and coordinated response of emergencies/incidents;
• Finance: use of technology to help address some of the factors that lead to revenue
enhancement (emailed statements, online vending) and other areas of income generation;
• ICT Infrastructure: proactive maintenance, enhancing the quality of services;
229 The Number One African City in Service Delivery, Innovation and Good Governance
• Social services: provides affordable universal access - free public Wi-Fi in internet
underserved areas, and increased usage in libraries, offer fee e-learning opportunities,
• Economic Development: stimulating digital economy- SMMEs, entrepreneurs and start-
ups, and job seekers through public portals, expand access to services and convenience,
including queue management solutions;
• Town Planning: smart city will create an environment whereby applications for land use
and development and building plans can be submitted electronically in order to achieve
paperless administration process and address the challenge on required storage space for
big files. Circulation and commenting on applications will also done electronically.
9.3 Priority: Encourage innovation and efficiency through the Smart City Programme.
A key requirement in STLM’s efforts of achieving 5% economic growth is that the town must set
itself as an competitive destination for business, investments and talent, i.e. it must provide an
attractive locational offering. For this reason, it is essential that the innovation and efficiency is
allowed to thrive within the city, but also that the Municipality administrative processes are aligned
with international technological standards that allows innovative approaches to service delivery.
However, STLM faces the challenge that many of its residents’ access to technology is limited. The
municipality must achieve a balance between using technology to improve service delivery, while
ensuring that residents with limited access to technology are not prejudiced in the process. This
requires implementing smart systems within the Municipality’s administration, while at the same time
expanding access to information technology systems and maintaining more traditional methods of
interaction between the municipality and residents where necessary.
1. Programme 1: Smart access
In order to address inequality in access to technology, the municipality will continue its efforts
of providing free Wi-Fi access at all municipal-owned and managed facilities, townships and
informal settlements.
Provision of access to Municipal Services and integration with other business, government and
private individuals. These will enable citizens to virtually access the service offering within
MP313 area, by providing directory services and one stop access to the services in and around
MP313. A list of business, areas of interest, NOPs, education, entertainment, recreational,
sports, activities, culture, tourism etc.
Provision of online services such say online secure payments, application for services,
submitting objections, vacancy applications, e-tendering, ability to check RDP houses status,
complaints management, comments and inputs (budget, IDP, By Laws etc), objections, etc.
Kiosks at STLM service points with internet access.
Vending of services such as electricity and other feasible services.
2. Programme 2: Smart safety: The Municipality has established Public Safety Surveillance
which is operating in order to:
Comprehensive coverage of Inner City streets by closed circuit television cameras (CCTV)
adds significantly to the ability of law enforcement agencies to combat crime and bolsters
public perception of safety and security.
230 The Number One African City in Service Delivery, Innovation and Good Governance
Gather data from various technological sources such as CCTV cameras, sensors and
existing data flows;
Deploy response teams faster based on the data analysis; and
Traffic lights automatic control to enhance safety of drivers when there are no vehicles
through installation of sensors and high risk traffic lights and other identified traffic for free
traffic flow and fuel efficiency and time effectiveness. Ability to automatically report
malfunctioning traffic lights.
3. Programme 3: A smart institution delivering smart services
Service delivery will be addressed by a smart institution in the following ways:
Basic service delivery: smart electricity and water metering infrastructure will be rolled out
to enable users and customers to be active participants in energy efficiency, improve billing
and subsequently improve the City’s revenue-generation efforts.
Traffic management: smart technology has the potential to address the traffic fines through
the Traffic Fine Management System system of the municipality.
Resident interaction: Residents must be able to participate in surveys, file service delivery
complaints online, get status updates on complaints and be informed of real-time
developments within the city on the municipality’s online platform.
Citizen empowered to view their prepaid meter consumption on their mobile internet enable
devices and ability to load electricity and ability to scan water meter readings.
Smart street lighting. Ability of the streets to automatically report faults. Be able to report
electric consumption.
Energy efficiency where the streets lights will use efficient technology that conserve energy
and are able to measure energy usage.
Water harvesting and conservation. Use of steam water instead of running water I the
bathrooms to wash hands. Use of pressure to flush toilets instead of running water. By laws
on water conservation technology. Rain water harvesting, purification and storage. Rain
water usage for all STLM plants.
Enforcement of SANS 10400-XA of National Building Regulations and Green Buildings
Guidelines on evaluation of buildings plans in order to achieve the following:
- XA1 – buildings are to use energy efficiently and reduce greenhouse gas emissions
in accordance with a set of requirements.
- XA2 – not more than 50% of the annual volume of domestic hot water should be
supplied by means of electrical resistance heating, i.e. 50% or more of the hot water
used must be heated by energy sources other than electricity.
- XA3 – compliance with the XA1 Regulations must be achieved by one of three
methods. If practitioners build in accordance with SANS 10400–XA, the buildings will
be ‘deemed to comply’ with National Building Regulation XA1.
231 The Number One African City in Service Delivery, Innovation and Good Governance
The requirements at a glance
Site orientation
Building orientation
Building Design
Building Sealing
Services
Ventilation and Air Conditioning.
The standard refers to climatic zones throughout
Incentives for using solar energy and other energy sources. Use of solar energy and other
energy sources at STLM buildings.
Waste management through on premises waste separation. Use of waste to generate
energy.
4. Programme 4: Public Access to internet in libraries
Public Access to Internet in Libraries was started by the Community Development department to
respond to a need to provide an ICT platform to communities, in particular, learners to easily access
information using the Internet as the key technology to deliver the service. The aim is to provide
portals that can be accessed for free and users will be able to interact with the global community.
The objectives include:
Support learning – schools;
Meeting community needs through technology;
Create a platform for youth to access job opportunities;
Provide career information.
5. Programme 5: Facilitate the growth and development of new and existing Information
and Communication Technology (ICT) businesses.
Improve the marketability of STLM as a destination (toward attracting Investment).
Increase and accelerate access to the benefits of Internet based communication and to
achieve digital inclusion.
Reduce the costs of government and improve service delivery.
To increase the competitiveness of business.
Technological innovations:
Paperless Municipality.
Use technology to process transactions.
Use of scanners to digitise paper and use digital signature (pen and stylus).
Electronic asset management and movement control. Automated access control.
Electronic procurement and leave management.
Digital noticeboards.
Virtual access and office.
Systems integration and SMART reporting.
232 The Number One African City in Service Delivery, Innovation and Good Governance
Audio visual at STLM boardrooms (desk voting, tele conferencing and video conferencing).
Queuing systems (SARS or Capitec queuing model).
Automatic parking system with sensors.
Digital advertising.
Figure : The smart city future
Current Smart initiatives at STLM
CCTV Surveillance
Water Level Management.
Water Quality System.
Geographical Information System.
Municipal Wireless WAN.
Traffic Fine Management System.
Document Management System.
Call Center Management System.
Digital noticeboards.
Electronic vending
233 The Number One African City in Service Delivery, Innovation and Good Governance
9.4. Strategies, objectives and projects
Smart City Programme
Public Safety
Strategic Objective: Facilitate for the creation of a safe, secured, informed and healthy environment for the
community
Performance Objectives Strategies Possible Project/ Activities
Enhance safety and security at
all municipal buildings, facilities
and CBD area
Implement security measures
Implementation of security measures in
all municipal properties and within the
CBD
- Procurex Solution
- Installation of digital monitoring
systems
- Provision of CCTV cameras
- Provision of biometric controlled
access
Strategic Objective: Plan and develop integrated and sustainable human settlements and rural area
Performance Objectives Strategies Possible Project/ Activities
Spatial Transformation
Develop CBD Precinct Plans
Enforcement of NBR on energy
efficiency and Green Building
Guidelines
Develop Urban Design guidelines that
are smart city oriented
- Ensure that new buildings
demonstrate energy efficiency
initiatives
- Develop policy Densification and
Compaction of urban areas.
- Enforcement of Problematic
Buildings By-law.
Public Access to internet in libraries
Strategic Objective: To formalize organize and professionally control the Cultural Creative Industry
Performance Objectives Strategies Possible Project/ Activities
Increase technological
development at libraries
Maintain a responsive and user friendly
information system in all libraries
- Free internet access for the
community
- Provide online catalogue for the
library users
- Include Mzansi online in all
municipal libraries
234 The Number One African City in Service Delivery, Innovation and Good Governance
Projects related to the Smart City programmes are aligned to the relevant Key Performance Areas.
Information, Communication and Technology
Strategic Objectives: Sustain good corporate governance through effective and accountable clean administration
Performance Objectives Strategies Possible Project/ Activities
Upgrading of the ICT network infrastructure and software assets. Maintain ICT Operations Continuity. Provision of enough storage capacity, connection capacity and ICT systems availability.
-Provide ICT Equipment. -Improve ICT infrastructure, Interconnections and VOIP. -To continuously review business continuity plan -Upgrading of software as required.
-Procurement of additional and replacement of VOIP phones and equipment. - Airdown blowers -backbone infrastructure and VOIP -Procurement of virtual call manager. -Testing of DRP. -Procurement of SAN for increasing electronic information storage capacity. -Establishment of tertiary disaster recovery site. -Roll out of optic fibre for broadband access and speed. -Procurement of ICT equipment 2 way radios and new server and computer system -Procurement of ICT tools (watt meter, volt meters, ladders, range set, etc.) -Procurement of memory.
To ensure ICT equipment and services are provided
. Reviewal of firewall configurations, antivirus and antispyware on emails.
Security upgraded server rooms. Continuously upgrade Internet & email facilities.
Adoption of CGICTPF.
Approval of ICT Policies.
Development of a replication site or enter into a hosted services contract.
Avail necessary communication tools.
Maintain regular updates and availability.
To equip the organization in
order to enhance service
delivery
Tools of trade - Radio communication links and towers
to increase connection speed.
-Printers, laptops, furniture and office
equipment, scanners, projectors and
screens, UPS
235 The Number One African City in Service Delivery, Innovation and Good Governance
CHAPTER 10. SPATIAL PLANNING AND COMMUNITY DEVELOPMENT
10.1. Introduction
This section oulines how the municipality strive to integrated issues of planning planning and
community development.
10.2. Town planning
The spatial planning and land use management functions are regulated within a framework which
is guided amongst others by the following pieces of legislation:
Spatial Planning and Land Use Management Act 2013
Spatial Planning and Land Use Management By-law, 2016
National Building Regulations and Building Standards Act 103 of 1977
Town Planning and Townships Ordinance No 15 of 1986
Steve Tshwete Town Planning Scheme, 2004
Municipal Spatial Development Framework (SDF)
National Environmental Management Act No. 107 of 1998
Heritage Resources Act
In as far as the integrated and sustainable human settlement planning is concerned, the municipality
is faced with some challenges resulting from the small settlements that were developed in response
to mining and coal power station activities in the area. This has led to the formation of smaller centres
with good infrastructure, but spatially segregated from the economic activity centres. The
mushrooming of informal settlements and increase of backyard dwellers are a result of people
migrating from rural areas and other parts of the country to Mhluzi and Middelburg area in search of
job opportunities and better life. The Steve Tshwete Municipality has been declared as one of the
fast growing mining towns with the population growth rate of about 4, 4%. The SERO report has
projected that the population within this municipality will growth to about 500 000 people.
Subsequently, the demand for basic services, business, industrial, residential and institutional
stands and land for cemeteries will increase exponentially.
The economy within the municipality is dependent mostly on mining and coal generation,
manufacturing and agriculture. Due to weak enforcement of environmental laws, mining activities
have destroyed valuable agricultural land and contaminated streams. On the other hand, power
stations and certain industries massively contribute to air pollution.
236 The Number One African City in Service Delivery, Innovation and Good Governance
10.2.1. Measures put in place to address some of the challenges
i. The urban edge as defined by the SDF was extended to include some of the farms in order to
increase the land available for the development of integrated and sustainable human
settlements. The SDF encourages planning of towns in a coherent and compact manner in
order to discourage urban sprawl and underutilization of prime land that has become a scarce
resource.
ii. The municipality has completed establishment of Rockdale North and Dennesig North,
Newtown Township and Kwazamokuhle Extension 9. In addition, the municipality embarked
on establishment of Dennesig North 1, Extensions 1 and Newtown Extension 2 and which are
nearing completion. The Department of Human Settlement and the municipality purchased
557 hectares of farm for the establishment of Rondebosch Integrated Human Settlement
development (6300 units) and process of township establishment is at advanced stage.
iii. Middelburg Extensions 33 and 49 industrial parks are registered and partly serviced. This is
of the developments that give effect to the National Spatial Development Perspective and
contribute to economic growth of the municipality.
iv. The Department of Human Settlement purchased and donated to Steve Tshwete Municipality
5 farm portions measuring 312 hectares in total for the expansion of Somaphepha Village. Of
the 312 hectares donated pieces of land, 36 hectares were donated for the construction of
Steve Tshwete Boarding School which completely built and in operation. In an effort to assist
the community to sustain its livelihoods, 84 hectares of land has been set aside for crop
farming on commonage basis.
10.2.2. The Strategic Objective for this Key Performance Area: Plan and develop integrated
and sustainable human settlements and rural areas.
i. The municipality intends to co-ordinate development in such a way that there will be promotion
of health, safety, order and general welfare as well as meeting the needs of the present and
future generations. Furthermore, the municipality has adopted laws and policies in order to
control development. These adopted laws and policies are enforced by the Town Planners
and Building Inspectors by conducting regular inspections and issuing of notices to
transgressors. Failure to comply by the transgressors results in legal actions being taken
against them through the municipal Legal Department.
ii. The municipality has adopted a Spatial Development Framework that promotes the integration
of social, economic and institutional activities within society. It also encourages planning of
towns in a coherent and compact manner in order to discourage urban sprawl and
underutilization of prime land that has become a scarce resource. Therefore, a process of
formulation of a policy on densification has been embarked on to ensure that this objective is
realized. Inclusionary housing development is encouraged in and around areas that were
previously known as white urban areas in order to correct the historically segregated spatial
planning of settlements as well as promoting social cohesion. All land use and green
development applications are evaluated within the parameters of the SDF which is a
development guiding document as well green building guidelines.
237 The Number One African City in Service Delivery, Innovation and Good Governance
iii. Farm workers and dwellers are evicted from farms when they are old and work relationship
has turned sour. Security of tenure creates dignity. In strengthening security of tenure, the
municipality established Somaphepha, Doornkop and Sikhululiwe rural villages and granted
full title ownership of stands to the farm workers and dwellers. Low cost houses have also
been built at these villages through the Farm worker housing scheme of the government.
iv. The aim is to create living and working environments that are comfortable and safe without
negatively impacting on human health and the environment. Protection of natural resources is
of paramount importance. Therefore, all development applications that are environmental
sensitive are subjected to environmental impact assessment process.
v. The municipality strives to mitigate the impact of climate change. For instance, Guidelines on
Green Buildings were adopted and are being implemented in conjunction with the National
Building Regulations and Building Standards Act, to ensure that buildings are properly
oriented to improve thermal efficiency and promotion of the use of solar energy through
retrofitting of solar heated geysers, energy saving bulbs and installation of heat pumps,
installation insulation blankets in ceilings, etc.
10.2.3. Implementation of SPLUMA
i. The Spatial Planning and Land Use Management Act No. 16 of 2013 was enacted by the
State President in August 2013. SPLUMA came into operation on the 1st July 2015 and as a
result the following Acts were repealed:
Removal of Restrictions Act No.84 of 1967
Physical Planning No 88 of 1967
Physical Planning No 125 of 1991
Development Facilitation Act No.67 of 1995
Less Formal Township Establishment
ii. The objectives of the SPLUMA in the main are:
To promote greater consistency and uniformity in the application procedures and decision
making by authorities for land user decisions and development applications
For the establishment of Municipal Planning Tribunals
To provide for a framework for policies, principles norms and standards for spatial planning
and land use management
To address past spatial and regulatory imbalances
To promote greater consistency and uniformity in the application procedures and decision
making by authorities for land user decisions and development applications
For the establishment of Municipal Planning Tribunals
238 The Number One African City in Service Delivery, Innovation and Good Governance
To provide for a framework for policies, principles norms and standards for spatial planning
and land use management
To address past spatial and regulatory imbalances
iii. General principles of SPLUMA
SPLUMA puts forward a set of principles to influence spatial planning, land use management and
land development. It also provides for national and regional spatial development frameworks as well
as provincial and municipal spatial development frameworks, implying that a package of plans will
be undertaken from national to municipal level to direct land use management, while providing for
uniform regulation of land use management throughout South Africa.
The general principles endorsed by this Act is that spatial planning, land use management and land
development must promote and enhance Spatial Justice, Spatial Sustainability; Efficiency; Spatial
Resilience, and Good Administration.
10.2.4. Planned Projects for 2017-2022
The below listed projects are planned to address the growing demand for serviced
Project Name Project Description Location/ ward
Key Performance Indicator (KPI)
Target
Rockdale North Extension 1& 3
Township establishment on Portion 6 of the farm Rockdale 442 JS
06 Established human settlement
1500 stands
Rondebosch Integrated Development
Township establishment on Portion 159 of the farm Rondebosch 403 JS – (to be implemented in phases)
10 Established human settlement
6000 stands
Kwazamokuhle Extension 11
Township establishment on Portion 26 of the farm Vaalbank 177 IS
03 Established human settlement
400 stands
Kanonkop East Township establishment on a portion of Portion 27 of the farm Middelburg Town and Townlands 287 JS
16 Established human settlement
500 stands
Kanonkop North
Township establishment on a portion of Portion 27 of the farm Middelburg Town and Townlands 287 JS
16 Established human settlement
500 stands
Re-planning of Newtown Informal settlement
Township establishment on a portion of Portion 26, 27 and 189 of the farm Middelburg Town and Townlands 287 JS
17 and 27 Established human settlement
2000 stands
Formalization of Kwazamokuhle informal settlements
Subdivision and Rezoning of Erven 2761 and 3660 Kwazamokuhle Extension 04 and Erf 4344 Kwazamokuhle Extension 06
01 and 02 Formalization of the informal settlement
100 stands
Purchase of additional land for rural villages
Purchasing of 150 hectares of land 04 and 05 Purchased 150 hectares of land
150 hectares
Establishment of additional agri-villages
Establishment of 2 rural villages 04 and 05 Established 2 rural villages
1000 stands
Purchase of additional land for human settlements
Purchasing of hectares of land 06 and 02 Purchased hectares of land
300 hectares
239 The Number One African City in Service Delivery, Innovation and Good Governance
10.3. Human Settlements
Legislative Requirements
The Municipal Systems Act of 2000
The Inter-Governmental Relations Framework Act of 2005
National Housing Act 107 of 1997
Rental Housing Act of 1995
Social Housing Act of 2008
Military Veterans Act of 2011
Municipal Structure Act 117 of 1998
The Comprehensive Plan for Sustainable Human Settlement, Breaking New Ground Plan
Outcome 8 of Government’s National Programme of Action
Steve Tshwete Local Municipality is one of the fastest growing municipalities in the Mpumalanga
Province in terms of economic and infrastructural development. The Municipality has succeeded in
creating an enabling environment for rapid economic growth, job creation and broadening
opportunities. Consequently, the Municipality has since experienced an alarming growth of
population, partly due to the continued influx of people from other areas. This rapid population
growth has by far outpaced the rate of housing delivery in the municipal area; hence the Municipality
occupies the second position, after Emalahleni Local Municipality. Although the Mpumalanga
Provincial Department of Housing has been supporting the Municipality in the delivery of houses.
The demand for housing and Integrated Human Settlements however, remains large.
Some of the farm dwellers have been evicted from the farms because they are no longer able to
offer their services or the work relationship has gone astray. According to the Rural Study conducted
by Urban Dynamics Town & Regional Planners in 2004, the estimated housing backlog on farms
was 5000 and security of tenure is a serious challenge in the localities referred hereto. Currently,
the municipality has parcels of land available for development which is still insufficient to meet the
demand for residential stands.
The demand for housing is mostly on low cost housing and affordable housing categories. This
demand can be associated with the growth of households living in informal settlements including
the proximity to the mines, e.g. Newtown, Uitkyk, Evergreen, Vaalbank, Doornkop (CPA),
Kwazamokuhle ext 4, Emahlathini and Skierlik etc.
There are 29 864 people in need of government housing assistance and currently approximately
20 000 registered on the housing needs register with the majority households earning R3 500.00
and below per month. The house or accommodation seekers registration is done bi-annually. A
separate list of potential beneficiaries for “gap” market is also maintained which comprises of people
who typically earn between R 3 501 and R 15 000 .00 per month. This is too little to participate in
the private property market, yet too much to qualify for state assistance.
The increase of backyard dwellers in areas such as Doornkop, Hlalamnandi, Nasaret, Middelburg
Ext 24 and Rockdale etc is directly and indirectly linked to the lack of affordable housing rental
opportunities. Many of these families are living in appalling conditions and are being exploited by
the landlords. There is lack of progress in the conversion of Reabota and Kwazamokuhle hostels
into community residential units partly due to the lack of funding. The conversion of these two hostels
240 The Number One African City in Service Delivery, Innovation and Good Governance
will create affordable rental housing opportunities for people within the household income bracket
of R 1500– 3 500 per month.
Mhluzi extension 4, 5 and 6 are identified to benefit from insitu housing programs which cater for
people who own sites. There are people who are still having an outstanding amount owing on the
stands to be paid to the Municipality therefore could not be assisted .Subsequently, Council passed
the resolution that the residential stands occupied by qualifying potential beneficiaries be transferred
and registered in the names based on due processes and the payment of the nominal and applicable
amount.
Strategic Objective: To provide safety and security to human life
Objective: To ensure effective coordination and implementation of housing provision.
The STLM has employed interventions in which the town will be build and to ensure the effective
coordination and implementation of integrated housing development programs. The allocation of
houses is executed in line with the allocation policy i.e. first come first served basis. Efforts are also
undertaken to secure funding for the conversion single dormitory hostels to family units or
construction of new community residential units.
Objective: To prevent illegal occupation of land
Informal settlements present many difficulties relating to formal land use and formal township
establishment. These settlements often occur in environmentally high-risk areas, such as on steep
slopes or in flood plains, where residents are threatened by mud slides and floods etc. When land
is illegally occupied zoning regulations are ignored and the street layouts become very irregular.
Later attempts to provide better access to social and technical infrastructure often involves large-
scale relocation which is costly and causes social problems. The municipality has set up a law
enforcement unit to stop people attempting to illegally occupy land which has been identified for
housing people. In fairness to the majority of law abiding people on the waiting, the municipality is
adopting zero tolerance approach to the minority trying to illegally invade municipal –owned
property.
Objective: To promote the development of social housing
Steve Tshwete Housing Association is currently the only social housing institution in Steve Tshwete
Local Municipality areas of jurisdiction. The development and management of social housing is the
responsibility of a social housing institution or institutions.The partnership between the Housing
Association and the Municipality should be formalized to regulate and fast track social housing social
housing delivery.
10.4. Safety, Security, Fire and Emergency
a. Safety and Security
Legislative Requirements
National Road Traffic Act 93 Of 1996
241 The Number One African City in Service Delivery, Innovation and Good Governance
National Land Transport Act 5 Of 2009
Criminal Procedure Act 51 Of 1977
Control of access to Public Places and Vehicles Act 53 of 1985
Private Security Industry Regulation Act 56 Of 2001
Firearm Control Act 60 of 2000
Mpumalanga Business Act of 1996
National Business Act
MSA
Adminstrative Adjudication of Road Traffic Offenses Act, No 46 of 1998
The core function of the Traffic Services is to make the roads safe for all users within the municipal
area whereas Security Services deals with safeguarding of the municipal property, personnel and
its residents. This is done through visible law enforcement, road safety campaigns and awareness
programmes.
Road traffic injuries remain a major public health problem and leading cause of death around the
world, Steve Tshwete Local Municipality is no exception. The United Nations adopted a resolution
which is the “Decade of Action for Road Safety” with a goal to reduce the road traffic fatalities around
the world by 50% from 2011 to 2020. The objectives of the department are crafted in such a way
to address the above mentioned epidemic.
It can be deduced that speeding and drunken driving are the major causes of accidents. A speeding
unit has been established to deal with speeding enforcement and random drunken driving
operations are conducted to curb the problem. An unmarked vehicle has been purchased to deal
with moving violations. All of the above operations have reduced the fatality rate however the
municipality is still ensuring that traffic law enforcement is conducted continuously. Community road
safety awareness campaigns are held especially at schools and companies to inform the community
about road safety issues and Road Traffic Act amendments.
The Security Services is responsible for the safeguarding of Council’s assets and employees. Cable
theft is the main challenge for the municipality. After the appointment of the current Security
Company a tremendous decrease in the theft of cables has been noted.
Strategic Objective: To Provide Safety and Security to Human Life
Objectives: To create an effective and efficient law enforcement within the municipal area.
Due to the high number of collisions within the Municipal area, the municipality has employed
different strategies to reduce collisions. Selective law enforcement will be done at the high accident
zones where officers conduct different law enforcement duties e.g. utilization of specialized traffic
vehicles to curb illegal moving violations and road blocks with different emergency services will be
conducted.
To improve the free flow of traffic
The number of vehicles has drastically increased which causes congestion during peak hours. The
municipality is continuously installing traffic signals that relieve the congestion and traffic officers will
be deployed to control the flow of traffic in areas where traffic signals cannot be installed.
242 The Number One African City in Service Delivery, Innovation and Good Governance
To improve road safety
Amongst the measures that are implemented by the municipality to improve road safety is the
construction of traffic calming measures at different streets to reduce the speed of vehicles. Traffic
wardens are deployed to areas that require traffic control particularly for scholars.
To enhance safety and security at all municipal buildings and facilities
The municipality intends to implement stringent monitoring of the security company that is employed
to provide safety and security services.
b. Fire and Emergency
Legislative Requirement
The Fire & Disaster Management Services adhere directly to the following legislation:
Fire Services Act, Act 99 of 1987.
National Building Regulations and Building Standards Act 103 of 1977.
Occupational Health and Safety Act 85 of 1993.
Hazardous Substances Act, Act 15 of 1973 as amended.
National Road Traffic Act 46 of 1998.
Disaster management Act 57 of 2002.
National Disaster Management Framework 2005
National Veld and Forest Fire Act 101 of 1998.
Explosives Act, Act 26 of 1956 as revised.
Municipal Systems Act, 32 of 2000
Safety At Sports and Recreational Events Act 2 of 2010
South African National Standards
The Municipality has well established Emergency Services for Fire, Rescue and Disaster
Management. The main station is in Middelburg and Hendrina. An additional fire station is envisaged
to be established which will serve Nazareth, Extension 24 and Rockdale areas. Satellite stations
are envisaged in Doornkop and in Somaphepa areas which will service the surrounding areas in
order to comply with the Regulations of South African National Standards, which require arrival at
the scene of an emergency within at 15 minutes.
Medical Emergency Services which handles ambulances is a function of Province. Ambulances
servicing the Municipal area are stationed in Middelburg and Hendrina. The department is also using
private ambulance services to serve the community during emergencies.
The final Disaster Management Plan level 2-3 and the Contingency Plan are active, the contingency
plan is revised annual
Strategic objectives: To provide safety and security for human life.
Objectives: To provide effective and efficient emergency services
243 The Number One African City in Service Delivery, Innovation and Good Governance
10.5. Licensing
Legislative Requirement
National Road Traffic Act
Mpumalanga Business Act:
Councils by-laws
S.A.B.S. (S.A.N.S) Act
Steve Tshwete Local Municipality is an agent of the Province in the Administration of driver’s and
vehicle licenses. It also carries out vehicle testing. The licensing services have improved since the
introduction of e-Natis system. The system has proven to be effective and quick in that the licensing
transactions are mainly computerized which minimizes the prolonged processes that were
susceptible to corruption.
The municipality still maintains the 7 working days turnaround time to process applications for
learners and drivers licences.
The issuing of licenses for businesses is a responsibility of the municipality. Before the licenses are
issued inspections are conducted in line with the municipal fire, health and town planning
requirements. Regular physical inspections are done in collaboration with the SAPS to ensure that
all businesses comply with the regulations.
Strategic Objectives: Creating a safe, secured environment for the community.
Objectives: Increase access to licensing services
10.6. Education and Libraries
Legislative requirements
The National Library of South Africa Act 92 of 1998
Mpumalanga Provincial Library and Museum Service Ordinance (Ordinance 20 of 1982)
Local Government Ordinance, (Ordinance 17 of 1939)
The Standard Library By- Laws
Library services are provided by the municipality with twelve (12) functional libraries. According to
the 2011 census, there were 46798 learners who were attending ordinary formal school, 455 were
in special schools and 4318 were undertaking formal education. Only 1753 residents were involved
in Adult Basic Education and Training.
As the education curriculum keeps on changing, libraries are becoming a great need and an
essential for students hence recently the libraries are faced with over population and limited
resources. The municipality strives to continuously upgrade and improve the standard of the
libraries so as to match the increasing technological development that requires and challenges the
libraries to be abreast with the latest and updated innovation in ICT (Information Communication
Technology). It is envisaged that the municipal libraries will in future have adequate computers to
offer effective self-help computer services to the community at large.
244 The Number One African City in Service Delivery, Innovation and Good Governance
The municipality has initiated an outreach programme which is intended to render library services
to various institutions within the municipal area. Institutions such as old age homes, hospitals,
Middelburg Correctional Services, rural schools and 4SAI Military base are visited once a week to
extend the services to people who are unable to reach the library facilities.
Strategic Objective: To contribute towards a healthy, well informed and environmentally safe
community.
Objectives: To enhance education through the provision of libraries and educational material.
Books and related material will be made available to all members of the public. The cultural,
educational and intellectual status of the community will be raised when libraries are used by the
community members. Libraries will ensure the provision of supplementary information material to
those who are taking formal education. Books and other library material will be preserved for future
generations and Information will be made electronically available to the community.
To promote the culture of reading and access to information for all
Reading marathons and campaigns will be conducted in all libraries to instil the culture of reading
to children in the community. Holiday programs and children’s activities will be conducted during
school holidays to ensure that libraries are a hub of safety and recreation to the young citizens of
the municipality. Information services will be provided to ensure access of information to the
community.
To identify and preserve the Heritage sites within the Municipal area.
To promote and develop the social and economic interest of the Cultural and Creative Industries
Federation of South Africa (CCIFSA) within Steve Tshwete by organizing social Cohesion, moral
regeneration and Imbizos, local artist and upcoming artists within the community.
10.7. Special Programmes
Legislative Requirements
Constitution of the Republic of South Africa, Act 108 of 1996
Commission on Gender Equality Act 39 of 1996
Promotion of Equality and Prevention of Unfair Discrimination Act (2000)
Children’s Act 38 of 2005 and the Children’s Amendment Act 41 of 2007
National Welfare Act 100 of 1978
Social Assistance Act 13 of 2004
Older Person’s Act 13 of 2006
Social Work Act 110 of 1978 as amended
White Paper for an Integrated Disability Strategy of the Government on National Unity
245 The Number One African City in Service Delivery, Innovation and Good Governance
HIV, TB and STIs National Strategic Plan, 2017-2022
White paper on the Rights of Persons with Disabilities
Non-Profit Organizations Act 71 of 1997
Municipal Finance Management Act 2003
Municipal Systems Act 32 of 2000 and Municipal Structures Act No. 117 of 2000
Steve Tshwete Local Municipality recognizes the increasing socio-economic challenges of
unemployment, poverty and inequality. Unemployment rate for females is at 21.8% compared to
that of males which is 12.9%. According to 2011 Census, the population residing within this
municipality is estimated at 229 832 and in 2016 Community Survey (STATS SA) Steve Tshwete
population has increased to 278 749. With the growth rate of 4.4 per annum, it is estimated that by
2030 the population could increase to more or less 509 355 people.
In 2012/13 the Department of Health, Mpumalanga Province, had a survey on Post and Pre
Antenatal Care, the outcome results showed Steve Tshwete as the highest (52.2 %) ranking in HIV
prevalence from the province or the district but the latest, only available, survey on 2013/14 shows
a decline as Steve Tshwete is now at 43.1%
In as far as the special programmes planning is concerned the municipality is faced with various
challenges developing as a result of migration for employment opportunities which does not single
out social issues, like HIV and AIDS, substance abuse, teenage pregnancy, vulnerable and
orphaned children. Schedule 4 Part A of the Constitution of the RSA affirms the commissioning and
provisioning of the welfare services to be the responsibility of both National and Provincial spheres
of government.
The collective responsibilities of the local municipality, stakeholders and the civil society however,
will focus on providing services for the special groups to meet their expressed and felt needs. The
best way to improve and fight inequality and poverty is to improve peoples, especially females,
levels of education and skills and eventually their employability in the labour market – job creation
will impact positively on the reduction of poverty and inequality.
Institutional structures like Local Aids Council, Disability forum, ECD Stakeholders, Civil Society
therefore, are other platforms used by the municipality to reposition itself to meet the demands of
the Special Groups.
Strategic Objectives: Coordinate sustainable socio-economic programmes.
Objective: To create an environment with clear regulatory framework for implementation of
transversal programmes.
To improve mainstreaming of transversal issues through integrated services for quality life.
10.8. Youth Development
Legislative Requirement
National Youth Policy (2015-2020)
246 The Number One African City in Service Delivery, Innovation and Good Governance
The National Development Plan 2030
The New Growth Path
The Youth Employment Accord
National Skills Accord
The Local Procurement Accord
The Green Economy Accord
The Municipal Structures Act (Act No. 117 of 1998)
The Municipal Systems Act (Act No. 32 of 2000)
The Municipal Finance Management Act (Act No. 56 2003)
Intergovernmental Relations Framework Act (Act No. 13 of 2005)
National Youth Development Agency (NYDA), Act Number 54 of 2008
Infrastructure Development Act (Act No. 23 of 2014)
Broad-Based Black Economic Empowerment (Act 53 of 2003)
Employment Tax Incentive Act (Act No. 26 of 2013)
National Framework for Municipal Indigent Policies
COGTA Youth development framework
Since the establishment of the Youth Development Unit, a number of young people have been
assisted on issues of educational support, career guidance, job preparation, entrepreneurship
development, sports development and life skills. The municipality aims to have a unit which will
facilitate the mainstreaming of youth development initiatives in the council and private sector. This
is to integrate youth development issues at the core of service delivery and creating an enabling
environment which will deal with the needs of youth effectively.
Objectives
Mainstreaming of youth development in the municipality as in the Steve Tshwete Youth
Strategy 2018-2022
To create an enabling environment which will provide access to quality education and skills
development to both in and out of school youth.
Coordinate programmes directed at combating crimes ,substance abuse and social decay
Increase youth participation in the socio economic programmes
To have youth lead development initiatives
10.9. Recreation, Moral Regeneration and Sports.
STLM has introduced the Moral Regeneration Movement (MRM) which is aimed to serve as
networking platform mandated to facilitate, coordinate all processes and initiatives aimed at
combating moral degeneration. Working with and through local structures in communities, the MRM
seeks to promote local action and commitment from within the various communities of the STLM at
their levels of existence and operation.
The Moral Regeneration movement gives opportunities to redouble our efforts as a full partnership
of the people, also to pay special attention to issues of development, social cohesion, and society
building, as well as traditional and cultural programmes.
247 The Number One African City in Service Delivery, Innovation and Good Governance
10.10. Arts and Culture
Arts and Culture is one of the fastest and diverse growing sector that contributes to sustainable
economic development and enhance job creation by preserving, protecting and developing of
entrepreneurs, artists, musicians, crafters etc within the arts, culture and heritage sector. This sector
also assists to sustain a socially cohesive and understanding of democracy and national symbols.
Together with the cultural and creative industries sector (CCIFSA), this newly established local
structure that was launched locally on the 11 February 2016, committed to regulate and control the
sector and ensure that the local arts industry contributes to inclusive economic growth ( see LED
Strategy 2015-2020,Chapter 5 page 34), Moral regeneration and social cohesion.
Legislative Requirements
Local Economic Development Strategy (2015-2020)
Constitution of the Republic of SA Act 119 of 1998
National Arts Council Act 56 of 1997
Cultural Institutions Act 119 of 1998
National Heritage Resources Act 25 of 1999
NHC Heritage Transformation Charter
NDP Chapter 15
The Cultural Industries Growth Strategy (2014-2017)
White Paper on Arts and Culture
The Urban Middelburg Innercity Renewal Project coined by Middelburg Chamber of Commerce and
Industries doesn’t only provide financial viability of the sector but also opportunities that can see the
establishment of Arts Centers or Heritage Museum and even Art Galleries that can create
entrepreneurship and Municipal revenue through Tourism. In terms of National Heritage Act and
SARHA Botshabelo was proclaimed a heritage site, therefore restoration of its status needs to be
priority.
Arts and Culture has eight pillars namely IKS (Indigenous knowledge system), Arts Administration,
Language & Publishing, Cultural &Natural Heritage, Audio Visual and Interactive Media, Design
Fashion Graphic and Interior design, Visual Art and Craft, the last being Performance, Theatre,
Music, Dance, Festival Rituals and Events.
All the above pillars are contributors to the development of Steve Tshwete and Municipal
“Maximizing of Infrastructure development through utilization of all available resources including Arts
and Culture as its goal and its “Effective cooperation with relevant stakeholders”. The goals achieved
by the then STACH Forum from 2013 November 25-26 when it was officially launched hosted the
first Arts and Culture Indaba, and enabled compliance of the Constitution of the Republic of SA Act
108 of 1996 and the Cultural Institutions Act 119 of 1998 to find its correct space.
The White Paper on Arts, Culture and Heritage encourages financially stable and viable
Municipalities like Steve Tshwete to host its own Cultural Festivals like the National Arts Festival
(Grahamstown)“Mangaung Cultural Festival or Macufe that attracts more than 140 000 people
annually with vast revenue generated. Though this sector might partially not necessarily fit in the
core functions of the Municipality in terms of funding but through the restoration of local heritage
sites and Township Tourism it has a potential to boost revenue increases on this concern.
248 The Number One African City in Service Delivery, Innovation and Good Governance
The establishment of Mzansi Golden Economy and NLDTF (National Lottery Distribution Trust
Fund) has increased and ignite funding in sustainable projects and programs e.g. The awarding of
STACH Forum R50 000 to administrate the arts and culture office in 2013 and Masali Music School
(Local NPO) of R554 000 Budget to host the Cultural Festival in 2014 at Keerstaaljard Stadium,
that created 250 temporary jobs, five (5) local service providers and funded 12 Cultural groups that
performed on the 16 December 2014. The recent adoption of the National Industry Policy Action
Plan (IPAP), will see the industry or sector fueled by funding in even the recent launched of Eleven
Cultural Corporative in the Craft pillar.
Strategic Objectives
“To formalize organize and professionally control the Cultural Creative Industry “
Objectives
To promote recognition of Arts and Culture Industry
To address the changing skills requirement in the Cultural and Creative Industry
To improve and fast track finance in the sector
To create cross-sectoral opportunities for growth and investment.
To encourage and facilitate the setting up of relevanr platforms, networks and clusters
between all public and private sectors
To encourage and support the digitization of cultural content and the development of online
platforms.
10.11. Strategies, Objectives and Projects
Town Planing
Strategic Objective: Plan and develop integrated and sustainable human settlements and rural areas
Performance Objectives Strategies Possible Project/ Activities
Plan establishment of
integrated and sustainable
human settlements
Acquire additional well-
located land
- Identification and acquisition of
suitable farm portions situated
within the urban edge.
- Purchase of Portion 4 of the farm
Rondebosch 403 JS
- Purchase of Portion 1 of the farm
Rondebosch 405 JS
Promote integrated and
sustainable human settlement.
Develop long term spatial plans.
- Develop urban renewal strategy
- Formulation of densification policy
- Review and align the Municipal
Spatial Development Framework
with the Spatial Planning and
Land Use Management Act No.
16 of 2013.
- Gazetting of the restructuring
zones by the Department of
Human Settlement
249 The Number One African City in Service Delivery, Innovation and Good Governance
- Development of Precinct Plans
and identification of development
priorities for:
Mhluzi
CBD
Hendrina/
Kwazamokuhle
Rockdale,
Nasaret and Middelburg
Extension 22
Aerorand South
Newtown
Provide security of tenure Formalization of informal
settlements.
- Upgrade and formalization of
Newtown informal settlement.
- Adoption of informal settlement
upgrading policy and strategy on
Informal Settlements by Council.
- Upgrading and formalization
Kwazamokuhle informal
settlements on Stands 2514,
1357, 4344, 3660 and 276
Kwazamokuhle.
Provide security of tenure in
rural areas
Creation of additional rural
village
- Planning and development of
additional 300 stands at
Somaphepha rural village
- Identification and purchase of
land for establishing 3 additional
rural villages
- Establishment of 3 additional rural
villages
Promote good governance Enforcement of the Spatial
Planning and Land Use
Management Act No.16 of
2013.
Enforcement of National
Building Regulations and
Building Standards and
SDF.
- Compile and enforce of the
Steve Tshwete Land Use
Scheme in line with SPLUMA.
- Issue transgression notices
- Enforcement of court orders
Plan establishment of
integrated and sustainable
human settlements
Enforce SPLUMA
development principles and
smart city design approach
Township establishment projects:
- Aerorand South- Phase 2&3,
- Kwazamokuhle East,
Kwazamokuhle Extension 11,
Kanonkop North, Kanonkop East,
Rockdale Extension 1,
Rondebosch Integrated
Development, Newtown
Extension 1&2, Dennesig North
Extension 01, Rondebosch
Integrated Development
Extensions 1 and 2.
250 The Number One African City in Service Delivery, Innovation and Good Governance
Promote efficient and optimal
use of land and compaction of
town
Enforce densification of
stands
Encourage mixed land uses
on stands
Promotion of infill
development
Discourage unnecessary
expansion of urban edge
- Formulation of policy on
densification
- Compilation of Land Use
Scheme in line with SPLUMA
Stimulate Local Economic
Development
Provision of industrial and
business stands
- Sufficient provision of additional
light industrial and business
stands at newly developed
integrated human settlements.
- Development of
Kwazamokuhle/Hendrina
Precinct Plans
- Update and improve the existing
capital investment development
plan.
Contribute to the mitigation of
the impact of climate change
through design and
construction of buildings.
Enforcement of regulation
on energy efficiency in
buildings and construction of
green buildings.
- Evaluation of building plans
against energy efficiency
guidelines
Equip the organization to
enhance service delivery
Tools of trade - Furniture and equipment
Human Settlment
Strategic Objectives: Plan and develop integrated and sustainable human settlements and rural areas
Performance Objectives Strategies Possible Project/ Activities
Facilitate effective
coordination of integrated
human settlements and
provision of housing.
Encouraging short, medium and
long term planning
Provision of integrated human
settlements as per the Department
of Human Settlements annual
allocation plan.
Provision of family units
- Develop and submit business
proposals
- Review housing chapter
- Project management of
current housing development
projects
- To implement systems &
procedures
- Registration of people on the
national housing needs
register
- Screening of housing
beneficiaries.
- Allocation of the completed
houses to the beneficiaries
- Implement partnership
agreements regarding
housing projects.
- Conduct housing consumer
education
251 The Number One African City in Service Delivery, Innovation and Good Governance
Promote social housing
- Conversion of Reabota block
6 and Kwazamokuhle hostels
to family units.
- Develop and manage
community residential units.
- Liaise with the Steve Tshwete
Housing association and
other social housing
institution to implement social
housing project
Facilitate effective
coordination of integrated
human settlements and
provision of housing.
Provision of integrated human
settlements as per the Department
of Human Settlements annual
allocation plan.
- Facilitate and coordinate title
deeds registration project.
Prvent illegal occupation of land
earmarked for housing
- Visible policing of all areas
with vacnt pieces of land and
issueing of transgression if
notices
Equip the organization to
enhance service delivery
Tools of trade - Furniture & equipment
- Purchase uniform
- Replace and purchase new
vehicles
- Purchase fire arms and fire
arms safes
- Purchase and replace motor
bikes
- Filling cabinets
Emergency Services
Strategic Objectives: Facilitate for the creation of a safe, secured, informed and healthy environment for the community
Performance Objectives Strategies Possible Project/ Activities
Respond to emergencies to
save lives, property and
environment
Provide emergency services
in accordance with the White
Paper for Fire Services
Prioritize fire risk reduction as
a core function of Emergency
Services
Encourage long term planning
Implementation of the Disaster
Management plan
Implement White Paper for Fire
Services
- Review the Disaster
Management Plan
- Conduct Disaster
management and Fire Safety
Awareness
- Provide integrated training for
Councilors, administration
and community members on
the Disaster Management
Plan
- Conduct evacuation and fire
drills
- Conduct fire prevention
Inspections
Provision of infrastructure for
Emergency Services
- Construct an additional fire
station at a strategic area
(Mhluzi etc) in collaboration
with the NDM
252 The Number One African City in Service Delivery, Innovation and Good Governance
- Monitoring the functionality of
fire hydrants
- Sourcing of funds from other
stakeholders
Provide Emergency vehicles and
equipment
- Procurement of rescue and
fire equipment
- Veld fire vehicles and
equipment
- Fire engines
- Portable & floating pumps
Equip the organisation to
enhance service delivery
Tools of trade - Provision of PPE
- Purchase furniture &
equipment
- Vehicles
Upgrade municipal buildings and
facilities
To maintain and safeguard
municipal and community
facilities
Implementation of security
measures
- Installation of security cameras
TRAFFIC
Strategic Objectives: Facilitate for the creation of a safe, secured, informed and healthy environment for the community
Performance Objectives Strategies Possible Project/ Activities
Promote traffic law
enforcement
Promote a safe and compliant
trading environment for
hawkers
Provision of specialized traffic
vehicles and equipment
Upgrading & establishment of
pounds
Monitoring and enforcement of
street trading laws and by-laws
- Purchase multipurpose
vehicle
- Speeding and alcoholc
testing equipment
- Remcom machine
- Upgrading of vehicle pound in
Middelburg
- Establish vehicle pound in
Hendrina
- Construct new hawker stalls
at the CBDs of Middelburg
and Hendrina
- Installation of electricity at
Van Calder stalls
- Upgrading of hawker stalls in
Van Calder and the pound in
Middelburg
Improve road safety Promote orderly traffic flow
- Road safety & patrols
- Scholars patrols and Traffic
Wardens placed at strategic
areas
- Construction traffic calming
measures (speed humps, four
way stops, rumbling
humps/stripes, traffic circle)
- Building of traffic terrain
253 The Number One African City in Service Delivery, Innovation and Good Governance
Create the infrastructure for
compliance
- Traffic signals control and
synchronization
- Correct placing and visibility:
- Road signs, Information signs
truck route boards and street
names
Improve the compliance and
conviction rate with Sec 54,56
& 341
Provide an alternative for
conviction on all municipal by-laws
- Investigate the possibility of
the establishment of
municipal courts
Equip the organization in
order to enhance service
delivery
Tools of trade - Purchase: Fire arms, Fire arm
safes, Radios, Filing cabinets
and shelves, Furniture &
equipment, Generator,
Compressor, Purchase and
replace vehicles, Painting
machine, Replace tools and
equipment
Safety and Security
Strategic Objectives: Facilitate for the creation of a safe, secured, informed and healthy environment for the community
Performance Objectives Strategies Possible Project/ Activities
Maintain and safeguard
municipal community facilities
Implement security measures - Installation of alarm systems
in all municipal buildings
- Installation of digital
monitoring systems
- Provision of CCTV camaras
- Provision of biometric
controlled access
- Conduct security awareness
campaigns
Enhance safety and security
at all municipal buildings,
facilities and CBD area
Improve and maintain access
control at Municipal buildings
- Deployment of security
guards for monitoring
- Purchase portable
guardhouses
- Construction of guard houses
Implementation of security
measures in all municipal
properties and within the CBD
- Installation of digital security
monitoring
- Implementation of the
security policy
- Provision of CCTV cameras
- Provision of biometric
controlled access
- Conduct campaigns on
security awareness for staff
254 The Number One African City in Service Delivery, Innovation and Good Governance
Cultural services
Strategic Objective: To formalize organize and professionally control the Cultural Creative Industry Facilitate for the creation of a safe, secured, informed and healthy environment for the community
Performance Objective: Strategies Possible projects
Development of STLM Cultural strategy
Stakeholder engagement - Arts Culture and Heritage programs
- Community campaigns - Road shows - Establishment of Cultural
Committees. - Festivals and Indoor
activities Etc.
Identification preservation and protection of Heritage sites
Manage all local Heritage sites - Develop bylaw of Preservation of Heritage sites
- Administrate the Heritage sites under a specific department of the Municipality
Promote social cohesion
Create conducive environment to promote the development of cultural and sports organization
- Develop database of all structures
- Propose the review of organogram to provide for the required competencies and skills
- Facilitate the implementation of skills development plan
Capacity training and development
Promote all arts administration institution
- Workshops - Symposiums - Training sessions - Conferences
IKS ( indigenous knowledge system)
Engage all relevant persons and institutions for the transmission of oral education
- Izimbizo - Cultural sessions - Tribal authorities - Community outreach
program
Film video and visual arts & crafts
Align all pillars into a formalized institute
- Film sessions - Flea markets - Flairs - Art galleries - Museums
Increase access to libraries
and information services
Upgrading & establishment of
additional libraries
- New: Middelburg 4SAI,
Newtown, Sikhululiwe,
Koornfontein, Pullenshope,
Somaphepha, Chromeville
- Upgrade libraby facilities (: Kwazamokuhle)
- Replace floor covering at libraries (Nazaret & Gerard Sekoto)
- Replace airconditioenrs at libraries
Maintain a responsive and user
friendly information system in all
libraries
- Free internet access for the
community
- Provide online catalogue for
the library users
255 The Number One African City in Service Delivery, Innovation and Good Governance
- include Mzansi online in all
municipal libraries
Promote culture of reading to the
community at large
- Awareness campaigns
- Visiting schools, old age
home, crèches, hospitals,
correctional services &
members of the library for
the blinds
- Use of local media houses,
posters & loudhailing
- Books selection workshops
- Purchase of new books and
other library materials
- Various reading material &
electronic devices e.g
books, e-books, newspaper
& computers
- Annual campaigns for the
library week
- mini library section for the
blind
Capacitate the staff for effective
service delivery
- Training for staff in utilizing
the Seta Library Information
System
Encouraging dialogue - Community debates, school
debates
Promote social cohesion Promote heritage - Identify and market heritage
sites
Youth development
Strategic Objectives: Mainstreaming of Youth Development
Performance Objectives Strategies Possible Activities
Address the needs and challenges of youth
Youth Led Programme development Entrepreneur Development/Economic Participation Education/Skills Development Combating health, crime and substance abuse issues
- Signing of a Memorandum of Understanding/Agreement with South African Youth Council
- Preferential Procurement
- Business Incubation
- Contractor Development - Training Workshops - Learnerships programmes - EPWP programmes - Youth Dialogues - Mayors Marathon - Mayors Cup - Revival of School Sport
256 The Number One African City in Service Delivery, Innovation and Good Governance
Gender and Social Development
Strategic Objectives: Coordinate sustainable socio-economic programmes
Performance Objectives Strategies Possible Project/ Activities
To create an environment
with clear regulatory
framework for the
implementation of
transversal programmes.
To improve mainstreaming
of transversal issues
through integrated
services for quality life.
Compliance with relevant laws
and regulations.
Alignment of Local
Implementation Plan to
National Strategic Plan for
HIV, TB and STI (2017 -2022)
Development of the
Transversal Strategic Plan.
Implementation of the HIV, TB
and STIs Strategy in
partnership with stakeholders
Strengthen stakeholder
relations with government
sectors, civil society and
private sectors.
Coordinate and support
programmes for transversal
groups (Children, Women,
Persons with disability, elderly
persons, HIV and AIDS).
- Training and workshops
for LAC Members.
- Coordinating Local Aids
Council, Technical Task
Team and secretariat.
- Facilitate coordination of
disability forum
- Report writing
- Coordinate calendar
programmes for
transversal groups
(Children, Women,
Persons with disability,
elderly persons, HIV and
AIDS).
- Advocate for Increased
safety and security in the
municipality
- Advocate for Increased
sidewalk pavements and
lighting on the road.
- Advocate for skills
development and funding
for special group.
Lisencing
Strategic Objectives: Facilitate for the creation of a safe, secured, informed and healthy environment for the community
National, Provincial,
manifesto Alignment of
Baseline Information National, Provincial, manifesto
Alignment of
Improve licensing
services within the
municipality
Upgrading existing facilities to
cater for growth influx of
business application
Improve the systems and
procedures
- Extension of the Testing
Station and additional offices
both Middelburg & Hendrina
- Reseal testing station grounds
- Replace brake roller equipment
at Middelburg Vehicle Testing
Station
- Develop procedure on cash
management
- Software voice prompt system
257 The Number One African City in Service Delivery, Innovation and Good Governance
Enforcement of municipal by-
laws
- Provision of business licenses
- Review municipal by-laws
- Establishment of by-law
enforcement unit
- Establishment of municipal
court
Compliance with the National
Road Traffic Act
- Purchase signal lights for K53
motorcycle skills tester
Maintain and safeguard
municipal facilities
Implementation of security
measures
- Installation of CCTV cameras
at Middelburg and Hendrina
- Installation of money detector
machines
- Bullet proof glasses for
Hendrina and Middelburg
- Burglar bars for Middelburg &
Hendrina
- Palisade fence for Hendrina
- Alarm systems at licensing
offices
- Trelidoors at licensing station
Equip the organization in
order to enhance service
delivery
Tools of trade - Purchase: Filing cabinets,
Furniture & equipment,
Replace & purchase new light
delivery vehicle, Bulk filer,
Money counting machines for
both Middelburg and Hendrina
Provision of filing facility Improve filing system - Building of filling rooms
Upgrade municipal buildings
and facilities
- Installation of air conditioners
258 The Number One African City in Service Delivery, Innovation and Good Governance
10.12. 2019-2020 Projects
KPA 2: SPATIAL PLANNING AND COMMUNITY DEVELOPMENT
STRATEGIC GOAL: Plan and develop integrated and sustainable human settlements and rural areas DEPARTMENT FUNCTION PROJECT
NO PROJECT OUTPUT WARD KPI FROM IDP APPROVED
2019/20 APPROVED
2020/21 APPROVED 2021/2022
FUNDING SOURCE
Licensing and Regulation
300: Licensing Services
P0008129 Testing Stations: P0008129-Airconditioner at testing station (300/...)
Administrative or Head Office (Including Satellite Offices)
P0008129-Airconditioners At Testing Station (300/...)
- - 50 004.00 Capital Replacement Reserve
Licensing and Regulation
300: Licensing Services
P1400053 Testing Stations: P1400053-Replace fencing at Hendrina testing station (300/...)
Hendrina P1400053-Replace Fencing At Hendrina Testing Station (300/..
- 2 499 996.00 - Capital Replacement Reserve
Licensing and Regulation
300: Licensing Services
P1800027 Furniture and Office Equipment: P1800027 Furniture & office equipment (300/...)
Administrative or Head Office (Including Satellite Offices)
P1800027-Furniture & Office Equipment (300/...)
15 000.00 - - Transfer from Operational Revenue
Licensing and Regulation
300: Licensing Services
P1000286 Furniture and Office Equipment: P1000286-Furniture & office equipment (300/...)
Administrative or Head Office (Including Satellite Offices)
P1000286-Replace Furniture & Office Equipment (300/...)
20 000.00 20 004.00 15 000.00 Transfer from Operational Revenue
Licensing and Regulation
300: Licensing Services
P2000108 Purchase of information boards at Licensing services: 300
Whole of the Municipality
P2000108: Purchase of information boards at Licensing: 300
20 000.00 30 000.00 - Transfer from Operational Revenue
Licensing and Regulation
300: Licensing Services
P2000026 New heavy vehicle testing equipment: 300
Whole of the Municipality
P2000026: New Heavy vehicle testing equipment: 300
25 000.00 - - Transfer from Operational Revenue
Licensing and Regulation
300: Licensing Services
P1000284 Furniture and Office Equipment: P1000284 Bulk filing cabinets (300/...)
Whole of the Municipality
P1000284: Bulk filing cabinets: 300
25 000.00 45 000.00 45 000.00 Transfer from Operational Revenue
259 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 2: SPATIAL PLANNING AND COMMUNITY DEVELOPMENT
STRATEGIC GOAL: Plan and develop integrated and sustainable human settlements and rural areas DEPARTMENT FUNCTION PROJECT
NO PROJECT OUTPUT WARD KPI FROM IDP APPROVED
2019/20 APPROVED
2020/21 APPROVED 2021/2022
FUNDING SOURCE
Police Forces Traffic and Street Parking Control
312: Police Forces Traffic and Street Parking Control
P2000151 New Equipment: 312 Whole of the Municipality
P2000151: New Equipment: 312
- 650 004.00 750 000.00 Transfer from Operational Revenue
Police Forces Traffic and Street Parking Control
312: Police Forces Traffic and Street Parking Control
P2000045 Traffic Safety banners & Gazebo Whole: 312
Whole of the Municipality
P2000045: Traffic Safety Banners & Gazebos: 312
20 000.00 - - Transfer from Operational Revenue
Police Forces Traffic and Street Parking Control
312: Police Forces Traffic and Street Parking Control
P2000042 Replace Furniture & Office Equipment: 312
admin P2000042: Replace Furniture & Office Equipment: 312
35 000.00 15 000.00 15 000.00 Transfer from Operational Revenue
Police Forces Traffic and Street Parking Control
312: Police Forces Traffic and Street Parking Control
P2000041 Traffic Calming Measures: 312
middelburg, mhluzi hendrina
P2000041: Traffic Calming Measures: 312
365 000.00 384 996.00 384 996.00 Capital Replacement Reserve
Police Forces Traffic and Street Parking Control
312: Police Forces Traffic and Street Parking Control
P2000044 Traffic Signals control & Synchronization: 312
Whole of the Municipality
P2000044: Traffic Signals Control & Synchronization: 312
400 000.00 440 004.00 450 000.00 Capital Replacement Reserve
Civil Defence 315: Public Safety
P2000046 Furniture & Office Equipment:315
Whole of the Municipality
P2000046: Furniture & Office Equpment: 315
15 000.00 - - Transfer from Operational Revenue
Civil Defence 315: Public Safety
P2000077 New fire arms: 315 Whole of the Municipality
P2000077: New Fire Arms: 315
115 000.00 77 496.00 - Transfer from Operational Revenue
260 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 2: SPATIAL PLANNING AND COMMUNITY DEVELOPMENT
STRATEGIC GOAL: Plan and develop integrated and sustainable human settlements and rural areas DEPARTMENT FUNCTION PROJECT
NO PROJECT OUTPUT WARD KPI FROM IDP APPROVED
2019/20 APPROVED
2020/21 APPROVED 2021/2022
FUNDING SOURCE
Fire Fighting and Protection
Fire Fighting and Protection: (515) Fire Fightning Services
P2000135 Replace Roofing At Middelburg And Hendrina Fire Station: 515
Whole of the Municipality
P2000135: Replace Roof At Fire Stations Middel/Hend: 515
- - 2 000 004.00 Capital Replacement Reserve
Fire Fighting and Protection
Fire Fighting and Protection: (515) Fire Fightning Services
P1100200 Machinery and Equipment: P1100200 New fire equipment (515/...)
Administrative or Head Office (Including Satellite Offices)
P1100200-New Fire Equipment (515/...)
- 90 000.00 45 996.00 Transfer from Operational Revenue
Fire Fighting and Protection
Fire Fighting and Protection: (515) Fire Fightning Services
P0008314 Furniture and Office Equipment: P0008314-Furniture & Office Equipment (515/...)
Administrative or Head Office (Including Satellite Offices)
P0008314-Furniture & office equipment (515/...)
25 000.00 24 996.00 24 996.00 Transfer from Operational Revenue
Fire Fighting and Protection
Fire Fighting and Protection: (515) Fire Fightning Services
P0008024 Machinery and Equipment: P0008024 Replace Skid Units (515/...)
Whole of the Municipality
P0008024 Replace Skid Units (515/...)
160 000.00 159 996.00 165 000.00 Transfer from Operational Revenue
Fire Fighting and Protection
Fire Fighting and Protection: (515) Fire Fightning Services
P1100199 Machinery and Equipment: P1100199-Replace fire equipment (515/...)
Whole of the Municipality
P1100199-Replace Fire Equipment (515/...)
190 000.00 - 206 004.00 Transfer from Operational Revenue
Fire Fighting and Protection
Fire Fighting and Protection: (515) Fire Fightning Services
P0000211 Machinery and Equipment: P0000211-Replace Jaws rescue set (515/...)
Whole of the Municipality
P0000211-Replace Jaws Rescue Set (515/...)
440 000.00 - - Capital Replacement Reserve
261 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 2: SPATIAL PLANNING AND COMMUNITY DEVELOPMENT
STRATEGIC GOAL: Plan and develop integrated and sustainable human settlements and rural areas DEPARTMENT FUNCTION PROJECT
NO PROJECT OUTPUT WARD KPI FROM IDP APPROVED
2019/20 APPROVED
2020/21 APPROVED 2021/2022
FUNDING SOURCE
Fire Fighting and Protection
Fire Fighting and Protection: (515) Fire Fightning Services
P0000221 Transport Assets: P0000221 Replace 4x4 veld fire vehicles (515/...)
Whole of the Municipality
P0000221-Replace 4x4 veld fire vehicles (515/...)
750 000.00 1 200 000.00 600 000.00 Capital Replacement Reserve
Fire Fighting and Protection
Fire Fighting and Protection: (515) Fire Fightning Services
P2000034 Hazmat Response: 515
Whole of the Municipality
P2000034: Hazmat Response Unit: 515
1 800 000.00 - - NDM: Public Safety:Fire Fighting and Protection
Fire Fighting and Protection
Fire Fighting and Protection: (515) Fire Fightning Services
P0900089 Transport Assets: P0900089 Replace Cheyenne light rescue vehicle (515/...)
Whole of the Municipality
P0900089-Replace Fire Pumper (515/...)
4 200 000.00 - - Capital Replacement Reserve
Housing Housing: (454) Municipal Arreditation Grant
P2000102 New Orga bulk Filers: 454
admin P2000102: New Orga bulk filers: 454
100 000.00 99 996.00 99 996.00 Transfer from Operational Revenue
Housing Housing: (454) Municipal Arreditation Grant
P2000103 New Sign Boards: 454 Administrative or Head Office (Including Satellite Offices)
P2000103: New Sign Boards: 454
100 000.00 99 996.00 99 996.00 Transfer from Operational Revenue
Housing Housing: (454) Municipal Arreditation Grant
P2000101 Transport Assets Sedan: 454
admin P2000101: Transport Assets Sedan: 454
220 000.00 - - Housing Accreditation grant
Informal Settlements
Informal Settlements: (460) Informal Settlement Control
P0008021 Transport Assets: P0008021 Replace motorbikes (460/...)
Whole of the Municipality
P0008021-Replace motorbikes (460/...)
450 000.00 480 000.00 480 000.00 Capital Replacement Reserve
262 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 2: SPATIAL PLANNING AND COMMUNITY DEVELOPMENT
STRATEGIC GOAL: Plan and develop integrated and sustainable human settlements and rural areas DEPARTMENT FUNCTION PROJECT
NO PROJECT OUTPUT WARD KPI FROM IDP APPROVED
2019/20 APPROVED
2020/21 APPROVED 2021/2022
FUNDING SOURCE
Libraries and Archives
Libraries and Archives: (140) Libraries & Archives
P1900150 Furniture and Office Equipment: P1900150 - New furniture and Office equipment (140/...)
Whole of the Municipality
P1900150 - New Furniture and Office Equipment (140/...)
100 000.00 99 996.00 99 996.00 Transfer from Operational Revenue
Libraries and Archives
Libraries and Archives: (140) Libraries & Archives
P2000107 Fence at Rietkuil Library W7: 140
7 P2000107: Fence at Reitkuil Library W7: 140
240 000.00 300 000.00 - Capital Replacement Reserve
Libraries and Archives
Libraries and Archives: (140) Libraries & Archives
P2000106 Fence at Blinkpan Library W6: 140
6 P2000106: Fence at Blinkpan Library W6: 140
250 000.00 - - Capital Replacement Reserve
Libraries and Archives
Libraries and Archives: (140) Libraries & Archives
P0008192 Furniture and Office Equipment: P0008192 Library Books (140/...)
Whole of the Municipality
P0008192 Purchase Library Books (140/...)
540 000.00 570 000.00 579 996.00 Transfer from Operational Revenue
Security Services Security Services: (311) Security Services
P2000123 New Vehicles: 311 hendrina P2000123: New Vehicles: 311
- 500 004.00 - Capital Replacement Reserve
Security Services Security Services: (311) Security Services
P2000113 Replace Furniture and Office Equipment: 311
admin P2000113: Replace Furniture and Office Equipment: 311
70 000.00 - - Transfer from Operational Revenue
Security Services Security Services: (311) Security Services
P0008202 Municipal Offices: P0008202 Portable Guard House (311/...)
Whole of the Municipality
P0008202 Portable Guard House (311/...)
120 000.00 60 000.00 60 000.00 Transfer from Operational Revenue
Security Services Security Services: (311) Security Services
P2000114 Install Traffic Barrier Claws W12: 311
12 P2000114: Traffic Barrier Claws W12: 311
250 000.00 - - Capital Replacement Reserve
263 The Number One African City in Service Delivery, Innovation and Good Governance
KPA 2: SPATIAL PLANNING AND COMMUNITY DEVELOPMENT
STRATEGIC GOAL: Plan and develop integrated and sustainable human settlements and rural areas DEPARTMENT FUNCTION PROJECT
NO PROJECT OUTPUT WARD KPI FROM IDP APPROVED
2019/20 APPROVED
2020/21 APPROVED 2021/2022
FUNDING SOURCE
Security Services Security Services: (311) Security Services
P1500040 Computer Equipment: P1500040 Digital Monitoring Equipment (311/...)
midwater ward 11,12 &13
P1500040 Digital Monitoring Measures (311/...)
3 000 000.00 2 240 004.00 2 312 400.00 Transfer from Operational Revenue
Town Planning Building Regulations and Enforcement and City Engineer
Town Planning Building Regulations and Enforcement and City Engineer: (502) Town Planning
P2000143 Kwazamokuhle Extension 11 Township Establishment W3: 502
3 P2000143: Kwaza Extension 11 Township Establishment W3: 502
610 000.00 590 004.00 - Capital Replacement Reserve
264 The Number One African City in Service Delivery, Innovation and Good Governance
CHAPTER 11: INTERGOVERNMENTAL RELATIONS
11.1. Intergovernmental relations
The MSA provides that municipalities should undertake an integrated development planning
process that integrates all sectors, strategies, programme and projects to promote integrated
development in communities. The municipality engaged all sector departments and private sector
in the IDP Rep Forum that took place on the 28th of February 2019 in order to present projects that
will be implemented in the municipality.
The following projects will be implemented by sector departments and private sector:
11.2. 2019/20 List of Projects from the District and Sector Departments
Nkangala District Municipality PROJECT DESCRIPTION TARGETED
AREA BUDGET
2018/19 2019/20 2020/2021
Aids Day: HTC and VMMC campaign
MP313 R111 300 R117 977 R120 000
Assistance ro Local Municipalities (software and Application Support): STLM SCM/debtors verification
MP313 R508 800 R539 328 R566 295
Disaster Management: Awareness Campaigns Disaster Management
MP313 R41 667 R60 000 R80 000
Disaster Management: Emergency Open day needs
MP313 - - R500 000
Disaster Management: Moral Regeneration Movement
MP313 R70 000 R70 000 R70 000
Distribution: Infrastructure for supply of reclaimed mine water
MP313 R10 000 000 R10 000 000 -
Environemental Health: Education & Awareness Campaigns
MP313 R40 000 R45 000 R60 000
Machinery and Equipement: Grader
MP313 R4 000 000 - -
Road and Stormwater Newtown - R10 989 120 R10 989 120
Spatial Planninh: Newtown land Survey
Newtown R800 000 - -
Transport Assets: High Pressure Sewer Drainage Truck
MP313 R6 000 000 - -
265 The Number One African City in Service Delivery, Innovation and Good Governance
Department of Public Works
PROJECT DESCRIPTION PROJECT BENEFICIARY /WARD/LOCATION
START DATE PROJECTED COMPLETION DATE
PROJECT COST R’000
Design: Upgrade of D2274 from N11 at km 18.7 to D1398 at km 31.7
North of Hendrina Jun-18 Feb-19 8 450
Rehabilitation: Coal Haul road P49/1 (N11) from Montagu str, Middelburg to N4 (4.3 km)
Middleburg & Emalahleni
Jan-18 Nov-18 86 538
Rehabilitation of Coal Haul Road P182/1 (R542) from km 26.25 to R38 between van Dyksdrift and Hendrina (12.1 km) (Phase 3)
Van Dyksdrift and Hendrina
Mar-20 Nov-21 184 000
Rehabilitation: P154/4 from N11 (P49/1) at Middelburg to km 12.3 (Phase 2) (8.7 km)
Middleburg Mar-20 Mar-21 95 625
Department of Sports and Recreation
PROJECT LOCATION BUDGET
Maintain Ruitkuil library Ward 7 R100
Maintain Middleburg Regional Library
12 R1 million
Construction of Newtown library 17 R 13 515 000
Department of Rural development
PROJECT LOCATION BUDGET
Elandsruip fortune 40: maintenance of infrastructure
middelburg R1 500 000
Zamesile: R1 154 000
Rondebosch Portion 156 (A Portion of Portion 4) and Portion 157 (A Portion of Portion 4) of the farm Rondebosch 403 JS
R1 838 505.60
Woestallen Portion 27 (A Portion of Portion 9) of the farm Woestallen 477 JS
R100 000.00
Kliprivier Kliprivier R100 291 400.00
Borhole CPA
portion 5 (remaining extent) and 7 of the farm Bankplaats 239 JS
R6 276 949.00
Doornkop CPA Portion 59 the farm Doornkop 246 JS and the R/E of Portion 12 of the farm Doornkop 246 JS
R13 813 224.00
Doornkop maize silo Doornkop maize silo ( appointment of environmental specialist to conduct EIA)
300 000
Doornkop ECD Doornkop ECD/ Paardeplaats (Planning Stage)
5 000 000
Doornkop street lights Doornkop street lights (socio-economic infrastructure within FPSU areas) – Planning stage)
5 000 000
266 The Number One African City in Service Delivery, Innovation and Good Governance
Department of Energy (INEP)
PROJECT LOCATION NUMBER OF HOUSEHOLDS
BUDGET
Electrification of Kwazamokuhle Ext 8
Kwazamokuhle 297 R 4 603 500
Electrification of Kwazamokuhle Newtown
Newtown 200 R 3 100 000
Hnedrina/Kwazamokuhle main intake 200
Hendrina/kwazamokuhle N/A R 1 933 429.37
Steve Tshwete infills Various areas 20 R 110 000.00
Steve Tshwete farms Various farm areas 111 R 5 319 616.19
Department of Health PROJECT LOCATION 2019/20 TARGET BUDGET
Counctruction of a new ablution facilities and septic tank at newtown clinic
newtown 100% construction R1 293 000
Repairs and rehalibilitation of Middelburg hospital
Ward 13 100% construction R8 573 000
Repairs of storm damages: Middelbiurg phamaceutical depot
Ward 13 100% construction R 2 277 000
Mechanical installation: Middelburg phamaceutical depot
Ward 13 100% construction R923 000
Construction of a guardhouse, refuse area, upgrading of existing fence in Nasareth clinic
Ward 8 100% construction R1 252 000
Construction of Middelburg District Hospital
12 40% construction R268 000 000
Construction of guardhouse, refuse area and upgrade of existing fence: Extension 8 clinic
Ward 28 100% construction R 2 122 000
Rockdale CHC (New) Construction of a Community Health Centre by South 32 Mine
Ward 6 100% construction R 15 000 000
Department of Human Settlements
PROJECT NAMES AS LISTED IN THE 2019/20 BUSINESS PLAN
HOUSING PROGRAMME
TARGET ACTUAL NOT YET STARTED
NO OF BENEFICI
ARIES BUDGET
Reabota CRU Community Residential Unit Units (CRU)
176 0 0 17,588,368
Various Areas FLISP 35 0 0 4,350,,000
Kwazamokuhle IRDP Phase1 Roads
0 0 0 9,374,055.6
5
Kwazamokuhle Shirdo Trading
IRDP Phase 2: Top structure
300 0 250 219 33,984,300
Rockdale IRDP Phase 2: Top Structure
745 525 0 539 68,341,365
267 The Number One African City in Service Delivery, Innovation and Good Governance
Newtown Balethayha
Informal Settlements Upgrade
500 340 45 100 62,698,500
Somaphepha TNZ Informal Settlements
200 150 0 193 25,306,200
Somaphepha Peoples Housing Process
50 0 50 50 5,547,350
Newtown
IRPD Phase 1: Planning & Services: (Informal Settlements)
1 7,775,647.4
8
Rondebosch
IRPD Phase 1: Planning & Services: (Informal Settlements)
1 40,820,537
Department of Economic Development
Project Description Budget
MTI (Mpumalanga Tooling Initiative) Training Programme and Centre of Excellence R 1,0 million
MSI (Mpumalanga Stainless Steel Initiative) Training Programme and Centre of Excellence
R 600 000
Department of Education
Project Name Project Description Sub-
Programme Total Project Cost
New Doornkop School (Phase 1)
Phase 1: Design and Provision of Basic Services and Fencing
New School 3669633.97
Aerorand Primary School
Construction of a Grade R Centre, 24 Classrooms, administration block, library, computer centre, 40 toilets, fence, electricity, water, school hall, kitchen, 3 sports grounds and car park.
New School 56,317,138
Alex Benjamin Secondary School
Refurbishment of existing 12 classrooms, administration block, School Hall, Library, fence, kitchen
Maintenance (Planned) 1,374,000
Batlagae Primary School
Refurbishment and renovation of 22 classrooms, 1 administration block, fence, sports facilities, 18 ablution facilities
Maintenance (Planned) 606,129
Elusindisweni Primary School
Renovations to 14 classrooms and administration block.
Maintenance
362,598
Hoërskool Kanonkop
Refurbishment of existing 33 classrooms, 1 administration block, 1 library, 1 kitchen, 2 computer centres, 4 laboratories, 1 school hall and existing toilets.
Maintenance
3,000,000
Laerskool Middelburg Refurbishment and renovation of 22 classrooms, 1 administration block, fence, sports facilities, 18 ablution facilities
Maintenance
352526.3
Maziya Primary School Refurbishment and renovation of 29 classrooms, 1 administration block.
Maintenance 416988.39
268 The Number One African City in Service Delivery, Innovation and Good Governance
Mkhulu Combined School
Refurbishment and renovation of 16 classrooms.
Maintenance 445190.39
Sozama Secondary School
Refurbishment of existing 30 classrooms , administration block, 6 laboratories, Library, fence , kitchen
Maintenance 606345.58
Houtenbek Primary Construction of 20 new enviro-loo toilets, installation of new borehole, 2x 5000L water storage tank and stands. Demolition of 18 pit toilets
Maintenance 2,625,000.00
Department of Water and Sanitation
WSIG
Project/Programme Name/Description
Project Beneficiary/ Ward/Location
2019/20Target 2019/20 Budget Allocation (Annual) R
Total project cost R.
Refurbishment of Vygeboom Pipeline and WTW
Steve Tshwete Lm
Construction 10,000,000.00 10,000,000.00
Replace of old AC pipelines in Mhluzi
Steve Tshwete Lm
Replace of old pipes
20 600 20 600
Construction of the Kwazamokuhle reservoir
Steve Tshwete Lm
Construction of the Kwazamokuhle reservoir
1 300 1 300
Construction of the Kwazamokuhle reservoir Ext 9 (Elevated tank and pump station)
Steve Tshwete Lm
Construction of the Kwazamokuhle reservoir Ext 9
8 100 8 100
Department of Community Safety, Security and Liaison
Project/Programme
Name/Description
Project
Beneficiary/
Ward/Location
2019/20 Target 2019/20 Budget
Allocation
(Annual) R’000
Total
project cost
R’000
Civilian Oversight
Monitoring of Police
Stations
Hendrina
Blinkpan
Mhluzi
Middelburg
04 Police Stations
monitored on policy
compliance
Operational Operational
Audits on the
implementation of
Domestic Violence Act
(DVA)
Hendrina
Blinkpan
Mhluzi
Middelburg
04 Police Stations
audited on the
implementation of
Domestic Violence
Act (DVA)
Operational Operational
Community Police Relations
Assess Community
Safety Forum
Steve Tshwete
Local Municipality
01 Community
Safety Forum
assessed
R50 000 R50 000
269 The Number One African City in Service Delivery, Innovation and Good Governance
Assess Community
Police Forum
Middleburg
Blinkpan
Hendrina
Mhluzi
04 Community
Police Forum
assessed
R250 000 R250 000
11.3. 201/20 Projects from Private Businesses
1. Glencore mine
MINE NAME OF PROJECT WARD BUDGET
Graspan Refurbishment of the Sister Mashing clinic 19 R2.7 million
Various LED R8 Million
Zonnerbloem Various LED project : Industrial Park Mp313 R29 million ( 5 year funding)
2. Anglo American Goedehoop Colliery
NAME OF PROJECT WARD BUDGET
Construction of modular steel fabricated factories for SMME development in the Mhluzi Township Node D
STLM and SMME’s
R 5 000 000
Identify depleted school for upgrades
Mphephete Primary School (Hendrina Community)
R 4 500 000
Scholarship scheme: Skills Dev and Capacity Building
Communities in the municipal area
R 2 500 000
Capacity and Skills development Youth from STLM R 2 500 000
Capacity building
Pupils from the schools Mvuzo and Zikhuphule primary schools in Mhluzi Department of Community, Liaison & Safety.
R 1 500 000
Home based Care
Communities from Mhluzi, Middelburg, Ward 4 and Hendrina
R 2 000 000
Municipal Capacity and Skills Development
STLM R 2 000 000
3. Black Wattle Colliery
NAME OF THE PROJECT WARD/ LOCATION BUDGET
Upgrading Phumelele
Secondary School ( Building 8
Classes and a School Hall
R3 million
4. South 32 Wolvekrans Middelburg Complex Mine
NAME OF THE PROJECT WARD BUDGET
Waste collection wheel bins The whole municipality R2 million
Waste removal trucks and TLB The whole municipality R11 million
Youth porable skills programme The whole municipality R1 million
Community bursaries The whole municipality R5.7 million
Equiping Rockdale Health center Ward 6 R3 million
5. Sudor Coal NAME OF THE PROJECT WARD/LOCATION BUDGET
Sakhisizwe Drop-in Centre Hendrina R350 000
Thembeklihle Stimulation Centre Hendrina Budget not disclosed pending feasibility study
270 The Number One African City in Service Delivery, Innovation and Good Governance
Agricultural Garden Project Hendrina R700 000
Enterprise Development R4 million
6. Wescoal Mining
NAME OF THE PROJECT WARD/LOCATION BUDGET
Sewing Project Mhluzi R 1.3m
Bakery Doornkop R1.3m
33 houses Newtown and Doornkop R 4 million
7. Londani Coal
PROJECT ITEM EXPENDITURE
Local economic dev. School hall construction R447 056 (Dec/Jan 2019)
271 The Number One African City in Service Delivery, Innovation and Good Governance
CHAPTER 12: HOUSING
12.1. Introduction The Municipal Integrated Housing Development Plan is a summary of the housing planning
undertaken by STLM. It is a 5-year plan that is reviewed annually with the IDP review process. It is
therefore part of the IDP process and as it forms a chapter in the IDP of the municipality. The
Housing Chapter is a necessary tool which will assist the Municipality to focus its attention towards
all components of housing delivery and the establishment of sustainable human settlements and
pursuit of integrated development. The main objective of the development of the Housing Chapter
is to assist this Municipality to plan and provide quality housing and sustainable human settlements
to its citizens as prescribed by the Millennium Development Goals. The Plan is also aimed at
achieving the following specific objectives;
To provide guidance in prioritizing housing projects and sustainable human settlement
programs.
To ensure more integrated development through coordinating cross-sector role players in
aligning their development interventions in a single plan;
To provide effective linkages between the spatial development framework and the project
locations of physical implementation of a range of social, economic, environmental and
infrastructure investments;
To ensure that there is a definite housing focus in the IDP and SDF with clear direction for
the future housing delivery and human settlements across social and economic categories
and locations in the municipality.
The scope of the Housing Chapter is not just for those people and developments related to
government’s subsidized housing and human settlements programs;
To provide the IDP process with adequate information about the housing plan, its choices,
priorities, benefits, parameters as well as strategic and operational requirements;
Ensuring that the contents and process requirements of planning for housing are
adequately catered for in the IDP process; and
To ensure that there is indicative subsidy budgeting and cash flow planning at both the
municipal and provincial levels.
12.2. Legislative and Policy Framework
In South Africa the delivery of housing, particularly to the poor and vulnerable, is the responsibility
of the State. The following Acts and policies serve as the legislative and policy framework that
regulates the provision of housing:
Constitution of the RSA, Act 200 of 2000
Housing Act, Act 107 of 1997
The Housing White Paper
Rental Housing Act, 1999 (Act 50 of 1999)
Home Loan and Mortgage Disclosure Act, 2000 (Act 63 of 2000)
Housing Consumer Protection Measures Act, 1998 (Act 95 of 1998)
Prevention of Illegal Eviction and Unlawful Occupation of Land Act, 1998 (Act 19 of 1998)
Social housing Bill
Inclusionary Housing Policy
Breaking New Ground Policy
272 The Number One African City in Service Delivery, Innovation and Good Governance
12.3. Housing Demand
In terms of Statistics South Africa‘s Community servey 2016 the population of the Municipality
increased from 229 831 to 278 749. During the same period the number of households increased
from 64 971 to 86 713. This sharp increase is attributable to the migration of people to the Municipality due to improved economic prospects prevailing within the municipal area. In addition, this high population increase represents high demand for shelter and therefore a need to expedite accelerated housing delivery. The community survey 2016 results indicates that the housing backlog for the municipality is at 22 983 and 14.4% of the households live in informal settlements. As at January 2018 approximately there are 18 042 households registered on the housing needs register commonly known as housing demand database or housing waiting list. The registration of people on the housing demand data base is done bi-annually. The majority of these households have a monthly income of R3 500.00 and below per month. A separate list for people in the gap market (R3501.00 – R15 000) is also maintained and escalates forever. To address the current demand then 3 608 units will have to be produced annually. To address the current demand in 5 years at a subsidy quantum of R 110 947.00 for land, services and top structures an amount of R847 billion will be required annually. Different delivery options need to be explored such as private private partnerships alternative technologies, accelerated land acquisition to accelerate delivery and sustainable human settlements. For the 2017/18 and 2018/19 financial year about 1745 (provincial projects) and 133 (mining donations) have been built in Rockdale and Newtown.
12.4. Human Settlements Development Strategies
1. Informal Settlements - Prevention, Upgrading and Formalisation Programme The Municipal Human Settlements Development Plan recognizes that the informal settlements
within the municipality’s jurisdiction do not comply with the requirements for conventional township
establishment. They are typically, unauthorised and are invariably located upon land that has not
been proclaimed for residential use. They exist because urbanization has grown faster than the
ability of the different spheres of government to provide land, infrastructure and houses. The informal
settlements within the municipality are characterized by;
Lack access to basic municipal engineering services such as water, sanitation, electricity
and roads
Environments that are unsuitable
Population densities that are uncontrolled and unhealthily dwellings that are inadequate
Lack of government – funded social amenities and economic infrastructure
Lack of information on demographic profiles.
Prevention
The Municipality has adopted the management and control of informal settlements by law. The main
purpose of these by-law is to manage and control and prevent the mushrooming of new informal
settlements.
The squatter control unit was established to in effect implementation of the by - law. In principle, this
unit was established to prevent illegal occupation through monitoring specific hot spots areas and
land which is earmarked for housing, parks, open spaces and other land uses etc. The main role of
273 The Number One African City in Service Delivery, Innovation and Good Governance
the structure is to monitor and patrol vacant land, enforce the rule of law with respect to illegal
occupation and illegal shack building, and provide backup during evictions, relocations and the
demolition of illegal structures. The unit will be expanded when the need arises
Informal Settlements Located within the MP313 of jurisdiction
The locality of the informal settlements within the LM and these have been clustered into four
functional areas namely Doornkop, informal settlements within Middelburg and Surrounds,
Hendrina/Kwazamokuhle and Steve Tshwete Rural:
List of Informal Settlements located within the MP313 of jurisdiction
FUNCTION AREA
DESCRIPTION COUNCIL RECORDS
ESTIMATED NUMBER OF UNITS
TYPE OF INTERVENTION REQUIRED
Doornkop (1642 )
The functional area of Doornkop which only contains one informal settlement located to the north of the LM. The informal settlement is situated in close proximity to two private nature reserves (Buks Private Nature Reserve and Botshabelo Private Nature Reserve) and is located to the west of the N11 Highway
Doornkop 246 JS - Portions 12 and 13
1642
A demographic analysis
should be conducted to
determine the
household profiles and
socioeconomic realities
of thee informal
settlements.
- An analysis of the
housing need
typically indicates
the extent of the
land required
- The Contextual
analysis also
needs to consider
the strategic
priorities that are
typically informed
by higher – level
growth and
development
strategies.
In determining the context of these informal Settlements the following must be considered; - The first level of
consideration is the
kind of landscape,
i.e. whether
rural/urban/ peri –
urban which
indicates the
appropriate
attributes for the
particular context.
- The second level is
to analyse the
Middelburg and Surrounds (5 702)
Seven informal settlements established close to Middelburg. The majority of these informal settlements are located along main routes, close to the Shanduka Coal Mine, the Columbus Stainless Steel manufacturing plant and industrial activity
Keerom 374 JS - Portion 40 Middelburg Town and Townlands 287 JS Middelburg Town and Townlands 287 JS - Newtown Area (RE/189 and RE/27) Rietfontein 286 JS - Portions RE/9 and 1 Rietfontein 314 JS - Portions 34, 39 Vaalbank 289 JS - Portion 18 Goedehoop 315 JS – Portions 13, 21 (Emahlatini)
33 147 4466 20 303 495 238
Steve Tshwete Rural (824 )
functional area 3 which contains low density informal settlements, which are scattered and mainly located close to
Bankfontein 375 JS - Portions (4, 16, 18, 36) Patattafontein 412 JS - Portion 1 and
70 83
274 The Number One African City in Service Delivery, Innovation and Good Governance
local mines (Komati Power Station and Goedehoop Coal Mine) and agricultural activity
Zevenfontein 415 JS (Remainder) Goedehoop 46 IS and Wilmansrust 47 IS Driefontein 153 IS Kopermyn 435 JS - Portion 4 Kopermyn 435 JS - Portion 13 and Kwaggafontein 460 JS - Portion 5 Kwaggafontein 460 JS - Portions 4 and RE Hamelfontein 462 JS - Portions 6 and RE Eden Valley 473 IS
62 76 298 235
population data.
The following
information must
be sourced and
included;
1. Total
Population
2. Population
density
3. Population
growth rate
4. Sex
composition
5. Working age (
15 – 64)
6. Occupation/
income
Distribution
7. Skill and
education level
8. Unemployment
rate
9. Average
household size
10. Formal
dwellings
Hendrina / Kwazamokuhle (778 )
only two Informal settlements in the Hendrina/Kwazamokuhle functional area and these are established to the north-east of Hendrina
Portions 1 and 7 Erf 2514, Portions 28, 29, 32 of 1357 Erf 4344, 3660,2761 Kwazamokuhle
227 551
12.5. Status of Infrastructure Service Provisions for Prioritized Housing Projects Table 16 below indicates the status of infrastructure service provisions per project for all the
prioritized housing projects. From this table it is evident that these projects require a substantial
financial injection to address the backlog in terms of the bulk and internal infrastructure service .
275 The Number One African City in Service Delivery, Innovation and Good Governance
Town Planning Bulk Services Internal Services
No Area Proclamation
EIA Geo-tech
Land Surveyed
Gen. Plan
Water
Electricity
Sanitation Roads Water
Electricity
Sanitation Roads
1 Middelburg Extn 42 No Yes Yes Yes Yes No No No No No No No No
2 Rockdale North Yes Yes Yes Yes Yes Yes No Yes No Yes No Yes No
3 Aerorand South Yes Yes Yes Yes Yes No No No No No No No No
4
Township Establishment / Formalisation /
Relocation of New Town
No Yes Yes Yes Yes
Yes
Yes
Yes No Yes 400
stands
Yes 200
stands
Yes 400
stands
No
5 Mhluzi: Upgrading of
hostels into family units
Yes N/A No No
No
Consultant appointed by Provincial Department of Human Settlement to determine the nature and capacity of the engineering services
6 Hendrina X 4 Yes Yes Yes Yes Yes Yes Yes Yes Yes No No No No
7 Kwazamokuhle Ext 8 Yes Yes Yes Yes Yes Yes No Yes No Yes No Yes No
Kwazamokuhle Ext 9 No Yes Yes Yes No Yes No No No No No No No
9 Kwazamokuhle:
Upgrading of hostels into family units
Yes N/A No No
No
Consultant appointed by Provincial Department of Human Settlement to determine the nature and capacity of the engineering services
10 KwaMakalane (Bankfontein)
Yes Yes Yes Yes Yes Yes No No Yes Yes No Yes
Biological No
11
Subdivision of Erf 521 and 522
Somaphepha / Bankfontein
Yes Yes Yes Yes No
No
No
No
No
No
No
No
No
Table 15: Status of Infrastructure Services
276 The Number One African City in Service Delivery, Innovation and Good Governance
12.6. Access to land for Human Settlements
A well located land for affordable housing remains a challenge for the municipality in pursuit to
create integrated and sustainable human settlements that would meet the long term needs of
the communities. The focus of the municipality is to shift towards addressing the current spatial
inefficiencies, where spatial development should conform;
Spatial Justice – e.g. Integration
Spatial Sustainability – e.g. location, access to employment opportunities, relationship
to environment
Spatial Resilience – e.g. mixed use. Incremental development
Spatial Quality – e.g. diversity and choice
Spatial Efficiency – e.g. optimal use of limited resources
The objective of an integrated human settlement implies that the housing needs to have
adequate access to services, amenities, transport services and economic services. The planning
and design must priorities projects and sites that achieve level higher levels of integration, to
ensure that the necessary restructuring of human settlements begins to take shape.
12.7. Housing programmes
1. GAP Housing
The lack of mortgage finance in the low and middle – income market has been identified by the
municipality as requiring significant intervention. It is the market defined as those with household
income of R 3 501 – R 15 000 per month and property value of R 100 000 – R 500 000
respectively. The municipality backlog estimates that in the gap market housing approximately
8 253 units according to Census 2011.
The municipality in partnership with Provincial Department of Human Settlements and other
state established institutions, private sector and financial institutions has to develop two pronged
approaches, to facilitate the human settlement development that cater for the gap market . The
first approach will be a loan – funded gap housing program and the second will be self – help
housing program
Loan – funded gap housing program - The municipality , Provincial Department of
Human Settlements will facilitate the loan funded gap market housing by releasing
land/or provide institutional housing subsidies. In return, the developer will be required
to deliver housing within the gap market price bracket, while the buyer will be required
to contribute loan finance.
Self – help gap housing Program – The municipality will sell fully serviced sites to people
wanting to build their own homes at their own pace. It will target people who are unable
to rely on home loan, but may have other credit assistance from their employers or
other legitimate sources of funding etc.
2. Rental Housing
In consideration of the reality that the municipality is situated in mining and industrial
areas,.Therefore these mines and industrial areas will attract more people for employment and
277 The Number One African City in Service Delivery, Innovation and Good Governance
other economic activities, herein several points should be emphasized in relation to the provision
of affordable rental;
Social Housing can be increased significantly in the municipality where delivery and
management capacity exist. However more dedicated funding is needed. Social
housing can also be expanded to areas like Rockdale, Hlalamnandi, Newtown,
Kwazamokuhle and Doornkop etc, provided that restructuring zones (RZs) are
established, and municipality acquire additional capacity and Provincial Government
support is solicited.
Community residential units should be encouraged and expanded specifically in areas
close to industries such as Rockdale North, Nasaret and Hlalamnandi. This can be
achieved with support from the Provincial Government.
Specific land parcels for all forms of state – funded rental should be identified, allocated
and released and packaged according to the applicable rules and regulations. The
municipality will require support from the Provincial Government and the National
Development Agency.
3. Municipal Rental Stock
The municipality manages and maintains three blocks of rental stock with a total of 183 units as
per the table below.
Figure 17: Rental stock managed by the municipality
No Rental Stock Number of Units
Qualification Criteria No of people on the
waiting list
1 Vergeet My – Nie
90
Income between 0 – R 3 500 per month First time property owner Must be single without dependant 60 years or older Fully independent
271
2 Rivierpark 33 Must be married without dependants 60 years or older Fully independent Income between 0 – R 3 500 per month
155
3 Pieterbezuidenhout ( employees)
14 Employee working for the municipality 10
4 Reabota 176 155
5 Bloekomsig 60 221
From the above table, it is clear that there is a need for more rental stock as the need far exceeds
supply.
4. Social Housing project
In this regard, the municipality partners with the Steve Tshwete Housing Association. A
memorandum of agreement should be entered into and signed between and the social housing
institution from time to time between the Steve Tshwete Housing Association and the
Municipality. The objective of the agreement is to foster a mutually beneficial relationship
between the parties in the delivery of well-located social housing to low income households. This
agreement serves as an enabling mechanism to facilitate the process for the provision of social
278 The Number One African City in Service Delivery, Innovation and Good Governance
housing. In terms of this agreement the following target will be achieved in terms of the provision
of social housing stock.
Proposed 10 000 units over the next 10 years;
Development of the units within restructuring zones
The housing units shall be financed through institutional subsidies and other grants.
Within the social housing projects there will be a mix of different sizes and rental
tarrifs
5. Community Residential Units Programme (CRU)
The community residential units (CRU) program aims to facilitate the provision of secure, stable
rental tenure for lower income persons. The program provides a coherent framework for dealing
with the many different forms of existing public sector residential accommodation. The CRU
program targets low income persons and households earning between R 800 - R3 500 per
month who are not able to be accommodated in the formal private rental and social housing
market.
The Municipality has identified Reabota and Kwazamokuhle hostels for conversion into
community residential units (CRU). It is envisaged that an additional 450 and 138 units will be
constructed at Reabota and Kwazamokuhle hostels in the next financial yearss. The following
further initiatives need to be taken by the municipality in relation to these hostels;
Undertake occupation and income audit the identified hostels to establish who are the
current occupants and to determine the affordability
Ascertain whether, there are structures, informal properties.
Enter into and sign lease agreements
6. Backyard Dwellers
In terms of the Census 2011, there are 6 240 families living in the back yard dwellings with the
jurisdiction of the municipality. There is variety of forms or types of backyards units found within
the municipality;
Room Sharing, generally within the primary dwellings;
Backyard Shacks ( with shared access to ablutions and services)
Backyard Rooms ( with share access to ablutions and services)
The proliferation of backyard dwellers is linked to the length of time that poor households have
to wait before they get a house. Many of these families live in appalling conditions and are being
exploited by fellow tenants and private landlords, some of whom have become dependent on
rental income. The majority of these people are unable or unwilling to access formal
accommodation or either;
Don’t qualify for subsidized housing
On the waiting list for subsidized housing
Fall into “Gap “ housing market
Prefer rental accommodation over ownership
279 The Number One African City in Service Delivery, Innovation and Good Governance
Need temporary or short term accommodation ( including students, traders, contract
workers, work seekers)
The municipal Human Settlement Development plan recognizes that currently there is no policy
for backyard rental, and no housing subsidy program specifically designed to support back yard
dwellers interventions meaning that this component of market is not yet addressed on strategic
terms.
7. Other Programmes
The municipality also requires support in the implementation of the following programmes as specific challenges were identified through surveys;
Figure 18: Other housing programmes to be supported
Programme Specific Area
Rectification: Government is committed to enhance the quality of the residential products and the benefits thereof. This commitment extends beyond the future focus as it also includes attention to cases where inferior or inappropriate products were delivered.
Mhluzi,Kwazamokuhle,
Tokologo and
Middelburg Ext 24
Blocked Projects: Some of the projects were approved but never completed.
Beneficiaries are approved on some of these projects.
Kwazamokuhle Ext 2
Mhluzi, Nazareth.
Finance-Linked Individual Subsidy Programme (FLISP): Government introduced the FLISP on 1 October 2005, to assist first -time home buyers who earn between R3 501 and R 15 000 per month to obtain a home loan. The subsidy attaches to the beneficiary and not to the property. This will be used to decrease the mortgage bond and is only applicable to people who have never before been assisted by the State. It is disbursed as a once-off subsidy.
Rockdale North,
Kwazamokuhle Ext 8
& 9
People’s Housing Programme (PHP): The people’ housing subsidy is available to people who want to build or manage the building of their own homes. Unlike the project-linked subsidy where a contractor builds houses for a number of people, the PHP allows people or beneficiaries to build or organise the building of their homes.
Kwazamokuhle Ext 9
Integrated Residential Development Programme: As the name suggests, this programme provides a tool to plan and develop integrated settlements that include all the necessary land uses and housing types and price categories to become a truly integrated community. The Programme in particular provides for planning and developing an integrated project, providing for the housing, social and economic needs of different income categories
12.8. Municipal Accreditation
In 2007, the National Department of Human Settlements developed a framework for the
Accreditation of Municipalities. This programme involves the progressive delegation of housing
functions to Municipalities. The Municipality determines the level for which it intends to be
accredited.
STLM therefore, applied for and was granted Level 1 and 2 accreditation in 2010. This enables
the municipality to plan and manage housing programs effectively. The Municipality has
implemented the Accreditation Business Plan and has acquired the necessary capacitation
towards performing level 2 functions.
280 The Number One African City in Service Delivery, Innovation and Good Governance
Therefore it is imperative that STLM should consider the review and align the organizational
structure of the housing services and human settlements department to accommodate the
functions and responsibilities delegated to the municipality in terms of the accreditation
framework. The Memorandum of Agreement specifies the roles and responsibilities, funding
flows and monitoring arrangements.
In terms of Level 1 and 2 accreditation the municipality is expected to perform the following human settlements functions;
Levels Description of functions
1 Subsidy budget planning, allocation, priority programme management and administration which includes housing subsidy budgetary planning; planning of subsidy/fund allocations, and project identification. It also includes programme management and administration functions for specific, prioritized programme(s) identified in consultation with the PHD.
2 Programme management and administration: This includes project evaluation and approval, contract administration, subsidy registration, programme management including cash flow projection and management and technical (construction) quality assurance
12.9. Public Private Partnerships (PPP) in Housing Delivery
Recognising that it cannot achieve its vision alone to create Sustainable Human Settlements. The Municipality is continuously engaging the private sector \in particular with the mining sector to mobilize housing delivery. Since 2010, there are numerous housing opportunities through public private partnerships, whereby the Municipality provides land and the private sector built top structures. Fostering partnerships with private sector is also one of the key requirements for the Municipality to achieve its medium – to long – term goals for housing delivery. This suggests that the Municipality must mobilize partnerships with external stakeholders and private sector.
12.10. Current Availability of Sites for Top Structures
Table 16: Serviced sites available for top structures
Area Total number of
Stands
Established
No. Of Stands
Available
Housing
Programmes
Remarks
Subdivision of
Erf 521 and
522
Somaphepha/
Bankfontein
300 300 No services
Rockdale
North
740 740 Water and Sewer
Installation of bulk and reticulation
through PPP – completion in June
2017
Newtown
Proper
1072 872 Informal
Settlements
Upgrading
Water and Sewer
Installation of bulk and reticulation
for 400 stands to be completed
end June 2017.
Kwazamokhle
Extension 08
369 269 Water and Sewer
281 The Number One African City in Service Delivery, Innovation and Good Governance
Fully serviced with water and
sewer
Kwazamokuhle
Extension 09
700 700 Water
Phase 1: Construction of water
reservoir to completed end June
2017
Middelburg Ext
42
550 550 Low and
Affordable
Housing
No services
Table 33 indicates the number of sites that will be fully serviced and ready for a top structure for
which the province will be requested to provide subsidies and appoint contractors.
Currently 299 sites are fully serviced and available for top structures in Somaphepha, 248 are
available in Mafube and 50 in Rockdale. This brings a total of available sites to 695 and therefore
an immediate need for 695 subsidies. In Somaphepha, there is a Farm house that can be
converted into a clinic, a library and a pay point by the municipality in future budget years. In
Rockdale and Mafube, Thusong centres are required. In Mhluzi, Tokologo, Kwaza and extension
24, there are a number of units that require attention through rectification blocked projects
programmes respectively. Other sites in the same areas will require PHP and insitu upgrading
programmes and are fully services.
It is important to note that in line with the Comprehensive Plan for the Delivery of Integrated and
Sustainable Human Settlements, the housing delivery program is linked to the number of
serviced sites available per area. Where the targeted housing category is low and affordable
housing, 60% of the total planned units will be implemented through the integrated residential
development program (full subsidy) and finance linked individual housing subsidies.
12.11. 2019/20 Housing Subsidy Projects
Table 17: Housing projects for 2019/20
PROJECT NAMES AS LISTED IN THE 2017/18 BUSINESS PLAN
HOUSING PROGRAMME TARGET BUDGET
Newtown IRPD Phase 1: Planning & Services: (Informal Settlements)
1 R2,000,000
Rondebosch IRPD Phase 1: Planning & Services: (Informal Settlements)
1 R3,141,000
The Municipality is also engaged in the implementation of public private partnerships and the
construction of a total of 100 housing units was realized. The implementation of 83 housing units
through this initiative is in the pipeline.
12.12. Challenges for housing delivery in Steve Tshwete Table 18: Challenges Objectives and Strategies for Housing Delivery in Steve Tshwete Local Municipality
NO CHALLENGE OBJECTIVES STRATEGIES (REMEDIAL ACTIONS)
RESPONSIBLE STAKEHOLDER/S
2 Slow pace in the construction of
Ensure that all housing units
- Formulate a housing
construction project
Tshwete Local Municipality
282 The Number One African City in Service Delivery, Innovation and Good Governance
NO CHALLENGE OBJECTIVES STRATEGIES (REMEDIAL ACTIONS)
RESPONSIBLE STAKEHOLDER/S
current low cost housing units by contractors
allocated to the municipality are completed in that same financial year.
management programe and
communicate it with the
provincial department of
Human Settlements;
-Ensure that the construction
of all housing units are
monitored and evaluated
through this housing project
steering committee
Housing Project Management Unit of the provincial department of Human Settlement
3 Poor workmanship in the construction of current RDP housing units by contractors
Ensure that the construction of all housing units are carried out in terms of contractual specifications and norms and standards set out by various statutory bodies such as the NHBRC.
Ensure that all the phases of the construction of housing units and related infrastructure are well monitored and evaluated
Officials (Building Inspectors and Civil Engineers) at the Provincial Department of Human Settlement
4 Increasing of informal settlements around certain urban settlements
Ensure that all forms of informal settlement development are discouraged o and that mushrooming of informal settlements is prevented Formalization of existing informal settlements
-Formulate an effective
system of monitoring and
preventing the development
of informal settlements
around certain urban areas
-Insitu upgrading of informal
settlements
- develop upgrading or
relocation plans
Tshwete Local Municipality
5 Huge Housing backlog in housing delivery
Ensure that the processing of all housing applications is fast-tracked
Analyse the housing backlog in terms of various housing options Formulate an efficient system for recording and monitoring housing applicants and beneficiaries
Tshwete Local Municipality
6 Lack of funds for servicing of land earmarked for housing development
Secure sufficient for servicing land earmarked for housing development
Prepare housing related infrastructure development plans and apply for funding to the relevant institutions such the district, provincial and national departments as well as the private sectors
Tshwete Local Municipality
7 Inadequate budget allocations for housing delivery by both national and provincial departments of human settlement
Ensure that the limited allocations from the provincial and national departments are utilised optimally Explore other sources of funds for housing development
All housing related projects are to be prioritised and included in the municipal IDP/Housing Chapter All housing related projects in the IDP/Housing Chapter are to be reviewed annually and communicated in time to the relevant funding institutions
Tshwete Local Municipality
283 The Number One African City in Service Delivery, Innovation and Good Governance
NO CHALLENGE OBJECTIVES STRATEGIES (REMEDIAL ACTIONS)
RESPONSIBLE STAKEHOLDER/S
Explore the opportunities of the Social Housing Programme
CHAPTER 13: PERFORMANCE MANAGEMENT SYSTEM
13.1. Introduction
Performance management is a systematic process by which a municipal organisation involves
elected representatives, residents and communities and its employees in improving
organisational effectiveness in the accomplishment of legislative mandates and strategic
imperatives. Performance Management System in STLM is intended to manage and monitor
service delivery progress against the identified strategic objectives and priorities in the IDP. It is
system through which the municipality sets targets, monitors, assesses and reviews the
organisational and individual’s employee’s performance, based on municipality’s priorities,
objectives and measures derived from the municipal integrated development plan. A
Performance Management System enables the municipality to conduct a proper planning,
measuring, monitoring, reviewing and reporting on its performance.
The municipality requires a PMS that will be constituted as the primary mechanism to monitor,
review and improve the implementation of the municipality’s IDP. This system should therefore
must increased accountability; learning and improvement; provide early warning signals, and
facilitate decision making.
The Steve Tshwete Local Municipality’s approach to performance management: is through
the development and formal adoption of a system that complies with the Municipal
Systems Act; Municipal Planning Performance Management Regulations of 2001; The
Constitution of the Republic of South Africa, Chapter 7 of Act 108 (1996); The White Paper on
Local Government, March 1998; MFMA; Performance Management Guide for Municipalities,
DPLG, 2001; Municipal Performance Regulations for Municipal Managers and Managers. The
Performance Management System in Steve Tshwete Local Municipality was adopted by
Council as early as 2002 in terms of Section 39(c) of the Local Government: Municipal
Systems Act, 2002. Refer to resolution: M08/10/2002.
The system represents the municipal’s cycle and processes of performance planning,
monitoring, measurement, review and reporting and improvement. The system includes key
performance indicators including input, output, baseline and outcomes indicators and targets
that are reviewed, refined and changed annually when there is a need to do so. Over and above,
there are established formal mechanisms to monitor measure and review performance.
In 2009, Council adopted a PMS Framework which was subsequently reviewed in 2015 under
Council resolutions number SC35/02/15. The objective of the framework is to provide a
comprehensive step by step planning design and implementation that will help the municipality
to manage the process of performance planning and measurement effectively.
284 The Number One African City in Service Delivery, Innovation and Good Governance
13.2. Role Players in the Management of Performance Management
ROLE PLAYER RESPONSIBILITY
Internal auditing
Provide adversary to the accounting officer on issues pertaining
to legal compliance and performance reporting
Performance Audit Committee
The municipality uses a shared services established by the
Nkangala District Municipality for the Audit Committee.
The committee acts as an independent advisory body that
advises council, political office-bearers, the accounting officer
and the management of the municipality on matters related to
internal control, internal audits, risk management accounting
policies and adequacy reliability and accuracy of financial
reporting and information, performance management, effective
governance compliance with MFMA, the Division of Revenue act
and provide comments to MPAC and council on the Annual
Report.
Executive Mayor and Members of
the Mayoral Committee
The Executive Mayor and the Members of the Mayoral
Committee manage the development of the municipal IDP,
SDBIP, PMS and oversee the performance of the Municipal
Manager and the Executive Directors
Council
Monitor performance of the STLM against all decisions of the
Council and oversight over the performance of the Executive
Mayor.
Section 79 and 80 Committees Plays an oversight role and consider reports from Council on the
functioning of different portfolios and the impact on the overall
objectives and performance of the municipality.
Municipal Public Accounts
Committee
Is an oversight committee with comprised of non-executive
councillors, with the specific purpose of providing oversight over
the executive functionaries of Council to ensure good
governance in the municipality. It also make comments and
recommendations on the annual Report separately to Council
Community
The involvement of stakeholders such as citizens, communityorganisations, NGOs, employees and trade unions in the performance management increases the credibility and legitimacy of the performance reportsand the audit process.
13.3. Status of the Performance Management System in the Municipality
1. Corporate Scorecard
According to Section 41 of the Systems Act Municipalities are required to review and measure
performance at least once a year. The municipality developed a 5 year Corporate Scorecard
which is annually informed by the Integrated Development Plan (table 27). On monthly to
quarterly basis performance monitoring and reporting takes place for the purpose of
accountability to internal audit, committees of Council and Council. After council sitting, each
councilor report back to community on actual performance against the set targets.
2. Individual level
The Corporate scorecard forms the basis of the scorecard of the senior level management
(section 56). The senior level’s scorecard further considers their core competencies and
managerial responsibilities. Evaluation of each senior manager’s performance takes place
quarterly and the appraisals are conducted annually.
285 The Number One African City in Service Delivery, Innovation and Good Governance
3. Cascading of PMS to lower levels
In the 2014/15 financial year, the PMS was cascaded to post level 1-3. Managers up to level 3
therefore submit performance plans at the beginning of each financial year and the performance
assessments on these plans are held on a quarterly basis. The cascading of PMS to the level
lower than level 3 will be done in phases and a standardized Performance and Evaluation Form
will be developed and the process of consulting with labour and all employees will be
undertaken.
The municipality is well aware that this will not be an easy process however, it is a crucial
exercise that the municipality is committed to undertake.
286 The Number One African City in Service Delivery, Innovation and Good Governance
Table 20: Municipal Performance Plan for 2019-2022
1. KPA : GOOD GOVERNANCE AND PUBLIC PARTICIPATION
KPA Goal : Promoting institutional efficiency High level Strategic Alignment References: Vision 2040:
2022 Strategic Objective: Sustain Good Corporate Governance Through Effective and Accountable Clean Administration
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Departments
POE
2019/
2020
2020/2021
2021/2022
Legal and Administration
A responsive and accountable, effective and efficient local government system
Ensure Council behaves in ways to restore community trust in local government
Legal compliance
To promote
institutional
efficiency
Number of activities undertaken to comply with king IV report
10 Activities conducted on King IV compliance
10 Activities to be implemented on King IV annually
2 2 2 Personnel
Compliance audit conducted
Good governance
Legal and Administration
Report on meetings held Attendance Registers and minutes Municipal Code placed on the municipal intranet
1. KPA : GOOD GOVERNANCE AND PUBLIC PARTICIPATION
KPA Goal : Promoting institutional efficiency High level Strategic Alignment References: Vision 2040:
2022 Strategic Objective: Sustain Good Corporate Governance Through Effective and Accountable Clean Administration
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/
2020
2020 /202
1
2021/ 2022
Risk management
A responsive and accountable, effective and efficient local government system
Continue to develop performance monitoring and management systems
Risk management
Facilitate and coordinate risk management function and processes
Strategic risk register
submitted
Risk register approved by June 2017
Submit to Council
strategic risk register by September
annually
1 1 1 Human Capital
Risk Register
Good Governanc
e
All Directorates
Risk register submitted to municipal manager
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1. KPA : GOOD GOVERNANCE AND PUBLIC PARTICIPATION
KPA Goal : Promoting institutional efficiency High level Strategic Alignment References: Vision 2040:
2022 Strategic Objective: Sustain Good Corporate Governance Through Effective and Accountable Clean Administration
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/
2020
2020 /202
1
2021/ 2022
Risk management
A responsive and accountable, effective and efficient local government system
Continue to develop performance monitoring and management systems
Risk management
Facilitate and coordinate risk management function and processes
% if identified risk mitigation measures implemented
75% of identified risk mitigation measures implemented as at June 2018
85% identified mitigation measures implemented
85% 85% 85% Risk register and budget
Risk mitigation plan
Good governance
Risk management
Quarterly progress report on the implemented mitigation measures
Internal audit A responsive and accountable, effective and efficient local government system
Continue to develop performance monitoring and management systems
Internal audit
Provide assurance and advisory services
Number of reports issued
20 audit conducted
130 audit conducted
30 35 40 Human capital and budget
Internal audit plan
Good governance
Internal audit
Quarterly internal audit reports
Performance Management System
A responsive and accountable, effective and efficient local government system
Continue to develop performance monitoring and management systems
Performance Management
Promote performance measurement and reporting
Number of organisational performance reports compiled
4 Organisational performance reports submitted
4 Organisational performance reports compiled by 30 June annually
4 4 4 Personnel
Productive workforce
Improved performance and service delivery
Development and strategic support
Organisational performance reports
Information Communication Technology
Technological Change
Increased access to services through automated and mobile systems
ICT governance
Effective and efficient ICT aligned to organisational strategy
Developed ICT strategy
Developed and approved ICT strategy
Annual review of the ICT strategy
1 1 1 Budget Personnel
Reviewed ICT strategy
Improved good governance
Corporate services
Council resolution
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2. KPA : GOOD GOVERNANCE AND PUBLIC PARTICIPATION
KPA Goal : Promoting institutional efficiency High level Strategic Alignment References: Vision 2040:
2022 Strategic Objective: Promote Effective governance processes and planning
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator Output indicator
Outcome indicator
Lead Departments
POE
2019/ 2020
2020 /2021
2021/ 2022
IDP A responsive and accountable, effective and efficient local government system
Building a capable and developmental state
Strategic Planning
To guide and inform the municipal planning, budget, management and development actions
Develop and review the IDP of the organisation
2012/17 IDP
Develop and review a 5 year IDP
1 1 1 Budget Personnel
Developed and Reviewed IDP
Integrated planning
Development and strategic support
Process plans Draft and final IDPs Adverts Schedule of community participation
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1. KPA : MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Develop and enhance human capital services to maximize service delivery.
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator Outcome indicator
Lead Departmen
ts
POE
2019/2020
2020/2021
2021/ 2022
Human Resources
A skilled and capable workforce to support inclusive growth
Research, development and innovation in human capital
Employment Equity
Provision of transformation, training and human capital management services
Number of employees employed in levels semi and unskilled jobs approved EEP
New indicator
40 employees from underrepresented target groups to be employed at semi & unskilled levels by June 2022
10 10 10 Targets as per EEP Municipal personnel
Employment from underrepresented & disability target groups
Transformed workforce
Corporate services
Appointment letters
Number of employees from people with disabilities to be employed
New Indicator
3 employees from people with disabilities to be employed by June 2022
1 1 Targets as per EEP Municipal personnel
Appointment letters
Human resources
A skilled and capable workforce to support inclusive growth
Research, development and innovation in human capital
Occupational Health and Safety
To ensure compliance with the legislation
Number of initiatives on compliance with key points of OHS
40 OHS activities implemented
50 OHS activities to be implemented annually
10 10 10 Personnel Budget
Facilitated initiatives
Create a safe and healthy environment for the employees
Corporate services
Attendance registers Medical certificate Reports
Human resources
A skilled and capable workforce to support inclusive growth
Research, development and innovation in human capital
Organisational structure
Develop and maintain personnel structure that will support effective and efficient service delivery
Developed and reviewed organisational structure
Draft 2016 organisational structure noted by council
2 organisational structure (2017/19 and 2019/22)
- - 1 Personnel Budget
Approved organisational structures
Effective and efficient service delivery
Corporate services
Council resolution Organisation structure
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3. KPA : FINANCIAL VIABILITY
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: To manage the finances of the municipality to ensure financial viability
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Departmen
ts
POE
2019/2020
2020 / 2021
2021/ 2022
Financial Viability
Building a capable
state
Outcome 9 –
Responsive,
accountable, effective
and efficient
local government system
Financial
Services
To ensure efficient, effective cash flow
management
Annual debt to
operating revenue
Debt coverage ratio 58 times
at 30 June 2017
Debt coverage ratio not
more than 22% by
June annually
22% 22% 22% Monthly
Report and Key Indicator
Schedule
Improve cash/liquidity
position
Financial Viability
and sustainabili
ty
Manager Finance
Financial Statement
s
Annual Cost
coverage ratio
Cost coverage ratio 6:1 as at 30 June 2017
Cost coverage
ratio 6:1 by June
annually
2:1 2:1 2:1
Monthly Report and
Key Indicator Schedule
Improve cash/liquidity
position
Financial Viability
and sustainabili
ty
Budget Office
Monthly & quarterly
reports on debtors
Financial Viability
Building a capable
state
Outcome 9 –
Responsive,
accountable, effective
and efficient
local government system
Financial
Services
To manage revenue in an efficient
and responsible manner.
% Collection of debtors maintain
above 98%
100% Collection rate
95% Collection
rate
95% 95% 95% Billing records and
monthly reporting
Maintain cash position
Financial Viability
and sustainabili
ty
Treasury Office (Credit Control)
Monthly & quarterly
reports on debtors
Debtors to revenue
ratio to be less than
8%
Debtors to revenue ratio at 9.2% at 30
June 2017
Debtors to revenue
ratio to be 8%
8% 8% 8% Billing records and
monthly reporting
Maintain debtors book
Financial Viability
and sustainabili
ty
Treasury Office (Credit
Control) & Legal
Monthly & quarterly
reports on debtors
Financial Viability
Building a capable
state
Outcome 9 –
Responsive,
accountable, effective
and efficient
local government system
Financial
Services
To manage,
control and maintain all assets of
the municipalit
y
100% of movable assets
exist in the municipalit
y
New baseline 100% of movable
assets the municipality counted
100% 100% 100% Asset
verification report
Reduce financial losses
Financial Viability
and sustainabili
ty
All Departmen
ts
Asset verification
report
Repairs and
maintenance to be 8% of
Repairs and maintenance
constitute 6.2% of OPEX budget
Repairs and
maintenance
constitute
7.5% 8% 8% Budget
document and
maintenance projects
Maintain assets to improve service delivery
Financial Viability
and sustainabili
ty
All Departmen
ts
Budget document
291 The Number One African City in Service Delivery, Innovation and Good Governance
3. KPA : FINANCIAL VIABILITY
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: To manage the finances of the municipality to ensure financial viability
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Departmen
ts
POE
2019/2020
2020 / 2021
2021/ 2022
OPEX budget
6.5% of OPEX budget
Financial Viability
Promoting accountabili
ty and fighting
corruption
Outcome 9 –
Responsive,
accountable, effective
and efficient
local government system
Financial
Services
To ensure and extend
service delivery to
the community
Unqualified audit report
Unqualified audit for
2016/201financial year
Unqualified audit
opinion for 2017/2018 financial
year
Unqualified audit opinion
Unqualified audit opinion
Unqualified audit opinion
AFS & Audit Opinion
Compliant municipality
Good Governance Financial
Viability
All Departmen
ts
Audit Report and
Audit Action Plan
Funded Budget
Funded & Compliant
Budget approved by May 2018
Funded & Compliant
Budget approved by May 2019
Funded Budget
Funded Budget
Funded Budget Budget
timetable and budget submissions
Compliant Budget
Document & Resolution
Good Governance Financial
Viability
All Departmen
ts
Approved Annual Budget
95% of the municipality Annual
budget be implement
ed
87% of the Annual Budget implemented on 30 June
2016
95% of the municipality Annual
Budget be implement
ed
95% 95% 95% Monthly
reporting for opex and
capex
Implementation of SDBIP
Good Governance Financial
Viability
All Departmen
ts
AFS results
(Budget versus Actual)
Financial Viability
Building a capable
state
Outcome 9 –
Responsive,
accountable, effective
and efficient
local government system
Financial
Services
To maintain
and streamline
supply chain
management
processes to improve
service delivery
90% Complianc
e and adherence
to procureme
nt plan
New indicator 100% Complianc
e and adherence
to procureme
nt plan
100% 100% 100% Monthly
progress on Procurement
plan implementati
on
Implementation of
procurement plan
Good Governance Financial
Viability
All Departmen
ts
Procurement Plan
and timeframes
292 The Number One African City in Service Delivery, Innovation and Good Governance
3 KPA : FINANCIAL VIABILITY
KPA Goal : Promote Good Governance Organisational Development And Financial Sustainably
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Continue with accountable and developmental orientated monetary management to sustain a sound fiduciary position.
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/2020
2020 / 2021
2021/ 2022
Valuation Balance of economic activity.
Outcome 9 – Responsive, accountable, effective and efficient local government system
Valuation
Provide a fair and equitable basis for rating of properties
Compiled and updated Valuation Roll
2017/2018 valuation roll
Compile and submit annual supplementary valuation rolls
1 1 1 Budget Personnel Skills Software Budget
Draft supplementary valuation rolls compiled Supplementary valuation rolls compiled
Fair and equitable basis for rating of properties
Valuation ICT Services
Acknowledgement of receipt Certified supplementary valuation rolls
Consider and decide and implement all objections
1 1 1 Budget Personnel Skills Software Budget
Updated valuation roll
Fair and equitable basis for rating of properties
Valuation ICT Services
Notices of outcome Updated valuation roll
4. KPA : LOCAL ECONOMIC DEVELOPMENT
KPA Goal : Promote Economic Growth through facilitation of investments and development of strategic infrastructure
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Promote Economic growth and job creation
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Departmen
ts
POE 2019/2020 2020/2021 2021/
2022
Local Economic Development
Decent employment through inclusive
Create an enabling environment for
Local Economic Development
Create a conducive environment for business
Number of LED catalyst projects
10 LED related Summits coordinated by
5 LED catalyst projects coordinated by
Consolidation of the incubator programs
1 Establishment of the metal and
1Establishment of the SEZ
Personnel Adequate funds
Informed community members on LED
LED Strategy Implemented
Local Economic Development
Business plans Approved funding
293 The Number One African City in Service Delivery, Innovation and Good Governance
4. KPA : LOCAL ECONOMIC DEVELOPMENT
KPA Goal : Promote Economic Growth through facilitation of investments and development of strategic infrastructure
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Promote Economic growth and job creation
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Departmen
ts
POE 2019/2020 2020/2021 2021/
2022
economic growth
investment by streamlining planning application processes
investment growth for job creation
implemented
June 2017.
June 2022.
technology centre
LED Strategy
Opportunities.
Proposals MoU
Local Economic Development
Create a conducive environment for economic growth
Number of strategies developed
New indicator
Develop Township Economic Strategy
2 flagship project on strategy implemented
2 flagship project on strategy implemented
2 flagship project on strategy implemented
Personnel Adequate funds LED Strategy
Active township economy
Accelerated township economy
Local Economic Development
Business plans Approved funding Proposals MoU
Promote Job Creation through EPWP and CWP
No of jobs created through EPWP
New indicator
500 jobs created through EPWP
500 500 500 Personnel Budget (CAPEX)
Job opportunities created
Job creation
Local Economic Development
Reports of EPWP (FTE) opportunities
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/2020 2020/2021
2021/ 2022
Cemeteries
Protection and enhancement of environmental assets
Ensure proper management of municipal commonag
Cemeteries Develop, upgrade and maintain cemetery facilities
Number of cemeteries upgraded or developed.
11 Cemeteries upgraded and maintained by June 2017
3 New cemetery upgraded projects implemented
- - 1 Approved Cemeteries master plan
Cemeteries throughout the MP313 area.
Accessible and dignified burial facilities for all
Physical and Environmental Development
Record of Decision Final Payment on
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5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/2020 2020/2021
2021/ 2022
and natural resources
e and urban open spaces
by June 2022. (Nasaret cemetery ablutions. Kwaza/ Hendrina roads [New development].
Adequate funds Personnel Resources as provided in the municipal budget
specialised studies Photos
Parks, Sport and Recreation Facilities
Protection and enhancement of environmental assets and natural resources
Ensure proper management of municipal commonage and urban open spaces
Sport and Recreation Facilities
Develop, maintain and upgrade sports and recreational facilities
Number of sporting facilities developed or upgraded
10 New Graded soccer fields and 10 Basic multipurpose facilities developed in previously disadvantaged areas by June 2018
20 Basic sport facilities developed in previously disadvantaged areas by June 2022
5 5 5 Adequate funds Personnel Acquire suitable land
Increased capacity of sports facilities
Healthy lifestyles
Physical and Environmental Development
Payment certificate Photos
Parks, Sport and Recreation Facilities
Protection and enhancement of environmental assets and natural resources
Ensure proper management of municipal commonage and urban open spaces
Parks Develop, maintain and upgrade sports and recreational facilities
Number of parks and open spaces developed or upgraded
12 Parks and open spaces developed as at June 2018
9 Parks and open spaces developed. (Kwaza Ext 8, Newtown and Erf 3882 Mhluzi)
2 2 2 Resources as provided in the municipal budget Suitable zoned land Own and grant funds
Increased capacity of parks and open space
Safe and Healthy leisure environment for all
Physical and Environmental Developmen
Final Payments Photos
Electrical engineeri
Sustainable human settlements
Ensure capital budgets
Electrification
Provide access to
Additional number of house hold
450 anew households
2200 additional households
600 600 600 Low, Middle and High
New electrified
Improved standard of living
Electrical Engineering Services.
CoC for newly connected
295 The Number One African City in Service Delivery, Innovation and Good Governance
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/2020 2020/2021
2021/ 2022
ng services
and improved quality of household life
are appropriately prioritised to maintain existing services and extend services
electrical services
connected to the grid
connected by June 2017
electrified June 2019
income Houses built. Financial resources. Human capital
formal dwellings
households
Roads Improved access to economic opportunities, social spaces and services by bridging geographic distances affordably, reliability and safely
An efficient, competitive and responsive economic infrastructure network
Roads Plan and develop road infrastructure to improve accessibility and mobility for all road users
Number of Km new paved surfaced roads constructed
661 Km of paved surfaced roads constructed
35 Km paved surfaced roads constructed by June 2022
6km 6km 6km Adequate financial resources Technically skilled and experienced personnel Plant and Equipment
Maintain and expand road network and efficiency
Improved road safety and access to all residents
Roads and stormwater
Completion certificate
Stormwater
Improved access to economic opportunities, social spaces and services by bridging geographic distances affordably, reliability and safely
Improve maintenance of road network
Stormwater drainage
Plan and develop road infrastructure to improve accessibility and mobility for all road users
Number of Km of stormwater drains constructed
322 Km of stormwater drains constructed
20 Km of stormwater drains constructed by June 2022
4km 4km 4km Adequate financial resources Technically skilled and experienced personnel Plant and Equipment
Improving roads drainage
Improving roads drainage
Roads and stormwater
Completion certificate
Roads Improved access to economic
Improve maintenan
Roads Plan and develop road
Number of Km of gravel
155 Km of gravel surface roads graded and re-
750 Km of routine gravelling
150km 150km 150km
Adequate financial resources
Improve maintenan
Improved road safety and
Roads and stormwater
Completion certificate
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5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/2020 2020/2021
2021/ 2022
opportunities, social spaces and services by bridging geographic distances affordably, reliability and safely
ce of road network
infrastructure to improve accessibility and mobility for all road users
surface roads re- gravelled
gravelled roads of roads by June 2022
Technically skilled and experienced personnel Plant and Equipment
ce of road network
access to all residents
Roads Improved access to economic opportunities, social spaces and services by bridging geographic distances affordably, reliability and safely
Improve maintenance of road network
Roads Plan and develop road infrastructure to improve accessibility and mobility for all road users
K m lane of re-surfaced roads
7Km of lanes re -surfaced roads
35Km of lanes of re -surfaced roads by June 2022.
7 7 7 Adequate financial resources Technically skilled and experienced personnel Plant and Equipment
Improve riding quality and surface condition
Improve maintenance of road network
Roads and stormwater
Completion certificate
Roads All people in South Africa protected and feel safe
Improved maintenance of municipal road networks
Roads markings
To improve road safety
Number of traffic calming measures installed
144 new traffic calming measures installed as at 31 March 2018
50 new traffic calming measures to be installed by June 2022
10 10 10 Approved budget Funding
Improved road safety
Safe roads
Roads and stormwater
Practical Completion certificate
Water and Sanitation
Protection and enhancement of environmental assets and natural resources
Municipalities must continue to improve Community Health Service infrastructu
Water Quality
Fgrid
Implementation of water
quality monitoring programme
as per SANS 241
Municipal Blue Drop Score- 97% BDS Report 2017
Monitor the quality of drinking
water within 7 blue drop registered
water supply systems
21 per quarter 21 per quarter
21 per quarter
Adequate funding Skilled and experienced personnel in accordanc
Blue Drop Award
Safe and healthy environment
CES Departmental Reports DWS Blue water WEB site
297 The Number One African City in Service Delivery, Innovation and Good Governance
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/2020 2020/2021
2021/ 2022
re by providing clean water, sanitation and waste removal services
e to Regulation 813 Adequate infrastructure
Water and Sanitation Water and Sanitation
Protection and enhancement of environmental assets and natural resources Protection and enhancement of environmental assets and natural resources
Municipalities must continue to improve Community Health Service infrastructure by providing clean water, sanitation and waste removal services Municipalities must continue to improve Community Health Service infrastructure by providing clean water, sanitation and waste
Water Quality Water Provision
Ensure the safety of the public and environment through participation in the regulatory Blue & Green Drop Certification Programme Ensure continuous water supply services
Comply with the green drop legal
requirement as per
SANS 241
Green Drop Cumulative Risk Rating Score 61.9%- GDS PAT Report 2017
Monitor effluent
quality of the 4 green drop
registered waste water treatment
works
12 per quarter 12 per quarter
12 per quarter
Adequate funding Skilled and experienced personnel in accordance to Regulation 813 Adequate infrastructure
Green Drop Award
Safe and healthy environment
CES GDS PAT Report 2019
298 The Number One African City in Service Delivery, Innovation and Good Governance
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/2020 2020/2021
2021/ 2022
removal services
Water and Sanitation
Protection and enhancement of environmental assets and natural resources
Municipalities must continue to improve Community Health Service infrastructure by providing
Wastewater Treatment
To ensure provision of new sanitation infrastructure while upgrading existing ones
Identify and develop infrastructure for alternative water sources
Boskrans Wastewater Treatment Works is sole treatment facility for Middelburg/Mhluzi Phase I project completed: 20 Ml/d
Upgrade
Boskrans
WWTW
pump station
by June
2020
Completion of the 25 Ml/d secondary treatment facilities and refurbish chlorine contact tanks/disinfection system
- - Adequate funding
Blue and Green Drop Award
Safe and healthy environment
CES Departmental Reports
299 The Number One African City in Service Delivery, Innovation and Good Governance
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/2020 2020/2021
2021/ 2022
clean water, sanitation and waste removal services
secondary treatment facility and 45 Ml/d sludge handling facility. Phase II under construction (new 45 Ml/d capacity inlet works, Jan 2018
Water and Sanitation
Protection and enhancement of environmental assets and natural resources
Municipalities must continue to improve Community Health Service infrastructure by providing clean water, sanitation and waste removal services
Sanitation Provide Decent Sanitation Facility
Provide Sanitation Facility in the rural areas
405 Biological toilets installed in the Rural areas
Install new 318 biological toilets by June 2022
40 40 40 Budget Decent Sanitation
Safe and healthy environment
CES: Rural Closeout reports.
Water An efficient, competitive and
Maintain bulk water infrastructu
New Water connections to
To provide quality and sufficient
Number of HH with access to
831 additional
HH with
access to
Additional 3000 HH with access
750 750 750 Adequate funding
Sustainable service provision
Access to potable water for
Civil Engineering Services
Monthly Reports on new house
300 The Number One African City in Service Delivery, Innovation and Good Governance
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/2020 2020/2021
2021/ 2022
responsive economic infrastructure network
re and ensure water supply
existing water network
water supply and create an environment not harmful to human health or wellbeing
clean and safe drinking water
water services
by June 2018
to water services by June 2022
Human Resources WSDP
to all consumers at affordable tariffs
all STLM citizens
Connection and record of water tankers delivering water
Sanitation
Sustainable human settlement and improve quality of household life
Improve Urban and Rural access to basic services by 2017
Sewer Connections
To ensure provision of new sanitation infrastructure while upgrading existing ones
Number of HH with access to flush or chemical toilets
809 additional HH with access to sanitation services by June 2018
Additional 3000 HH with access to Sanitation services by June 2022
750 750 750 Adequate funding Human Resources WSDP
Sustainable service provision to all consumers at affordable tariffs
Access to waterborne sewer systems or chemical toilets
Civil Engineering Services
Monthly Reports on new house Connections, and Chemical toilets etc
Municipal Building Services
Provide a resilient, liveable, sustainable urban environment underpinned by smart infrastructure supportive of a low carbon economy
Sustainable integrated infrastructure services
To provide easily accessible new facilities that accommodate disabilities whilst adapting, upgrading and maintaining
Provide accessible Municipal Building Facilities
Number of municipal building facilities constructed
3 Thusong centres constructed by June 2016 Doornkop Ext 7
Sikhululiwe
2 New Thusong centres at Somaphepha and Kwazamokuhle, constructed and completed by June 2022
- - 1 Financial Resources Skilled Personnel
Better buildings
Community Facilities (Building services)
MBS Practical Completion certificate
301 The Number One African City in Service Delivery, Innovation and Good Governance
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : Provision of sustainable and accessible basic service to all residence
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Plan, develop and maintain infrastructure and facilities
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/2020 2020/2021
2021/ 2022
existing ones
Municipal Building Services
Provide a resilient, liveable, sustainable urban environment underpinned by smart infrastructure supportive of a low carbon economy
Sustainable integrated infrastructure services
To provide easily accessible new facilities that accommodate disabilities whilst adapting, upgrading and maintaining existing ones
Provide accessible Municipal Building Facilities
Number of municipal building facilities upgraded
3 Municipal
buildings
upgraded by
June 2018:
9 Municipal buildings upgraded by June 2022
2 1 1 Financial Resources Skilled Personnel
Better buildings
Community Facilities (Building services)
MBS Practical Completion certificate
Municipal Building Services
Provide a resilient, liveable, sustainable urban environment underpinned by smart infrastructure supportive of a low carbon economy
Sustainable integrated infrastructure services
To provide easily accessible new facilities that accommodate disabilities whilst adapting, upgrading and maintaining existing ones
Provide accessible Municipal Building Facilities
Number of municipal building designed
Designs of new buildings completed as at June 2016
1 new building designed by June 2020
- - - Financial Resources Skilled Personnel
Better buildings
Community Facilities (Building services)
MBS Drawings
and Letter
of
approved
designs.
302 The Number One African City in Service Delivery, Innovation and Good Governance
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : provision of sustainable and accessible basic service to all
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide safe and healthy environment for the community
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Departments
POE
2019/2020
2020/2021
2021/ 2022
Solid Waste management
Improve health and life expectancy
Municipalities must continue to improve Community Health Service infrastructure by providing clean water, sanitation and waste removal services
Waste removal
To provide waste removal services to households
% of HH with access to solid waste removal services.
84.92% (73644) HH with access to solid waste removal services as at June 2017
2.6 % (2300) new HH serviced by June 2022
0.0.58% (500 HH)
0.58% (500 HH)
0.58% (500 HH)
Adequate funds Personnel Community involvement IWMP
Improved cleanliness at household level.
Clean and healthy environment for the well-being of citizens.
Environmental and Solid Waste management
Consumer accounts opened
Solid Waste Management
Improve health and life expectancy
Municipalities must continue to improve Community Health Service infrastructure by providing clean water, sanitation and waste removal services
Waste disposal
To ensure a clean and healthy environment
Number of new waste disposal facilities established.
1 permitted landfill exists in Middelburg
2 permitted landfill sites exist in Hendrina and Middelburg by June 2022
- 1 1 Adequate funding IWMP
Adequate waste disposal facility and compliance with legislation
Safe disposal of waste. Compliance with legal requirements
Environmental and Solid Waste management
Project completion report Environmental authorisations
Solid Waste Management
Improve health and life expectancy
Municipalities must continue to improve Community Health Service infrastructure by providing clean water, sanitation and waste
Waste disposal
To maintain and provide compliant waste disposal sites according to permit conditions
% compliance with landfill site permits conditions.
92.2 % Compliance with permit conditions as at 31 March 2018
82% compliance with permit conditions by 2022
82% 82% 82% Adequate funding IWMP
Well managed landfill complying to permit conditions
Safe disposal of waste. Compliance with legal requirements
Environmental and Solid Waste management
Annual external audit report
303 The Number One African City in Service Delivery, Innovation and Good Governance
5. KPA : INFRASTRUCTURE DEVELOPMENT AND SERVICE DELIVERY
KPA Goal : provision of sustainable and accessible basic service to all
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Provide safe and healthy environment for the community
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area
Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Departments
POE
2019/2020
2020/2021
2021/ 2022
removal services
Solid Waste Management
Improve health and life expectancy
Municipalities must continue to improve Community Health Service infrastructure by providing clean water, sanitation and waste removal services
Waste removal
To ensure a clean and healthy environment
Number of HH provided with garden waste removal services
20876 HH provided with garden waste removal services
20876 existing HH maintained with garden waste removal services by June 2022
20876 20876 20876
Adequate funds Personnel Community involvement IWMP
Improved cleanliness at household level.
Clean and healthy environment for the well-being of citizens.
Environmental and Solid Waste management
Control sheets from supervisors
Solid Waste Management
Improve health and life expectancy
Municipalities must continue to improve Community Health Service infrastructure by providing clean water, sanitation and waste removal services
Waste removal
To ensure a clean and healthy environment
Number of HH serviced with 240L bins
New indicator
24000 HH serviced with 240L bins by June 2022
6000 6000 6000 Adequate funds Personnel Community involvement IWMP
Improved cleanliness at household level.
Clean and healthy environment for the well-being of citizens.
Environmental and Solid Waste management
Sample of application forms signed by clients
304 The Number One African City in Service Delivery, Innovation and Good Governance
6. KPA : SPATIAL DEVELOPMENT AND COMMUNITY AND
KPA Goal : Provision of residential, business, institutional, municipal industrial and public open space
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Plan and develop integrated and sustainable human settlements and rural areas
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicato
r
Output indicator
Outcome indicator
Lead Departments
POE
2019/2020
2020/2021
2021/ 2022
Human Settlements
Establish sustainable Human Settlements and improved quality of life
Municipality is expected to facilitate effective coordination of integrated human settlements and provision of housing
Human Settlements/Housing Services
To convert hostels to family units
Number of hostels converted to family units by June 2022
New indicator
1 Hostel (Block 6 Reabota) converted to family units by June 2022
- 1 - Secure funding
Safe and secured accommodation
Sustainable Human Settlements
Human Settlements/Housing Services department
Report on completed family units/lease agreement.
Spatial Planning and Land Use Management
Sustainable human settlements and improved quality of life
Transforming human settlements
Spatial Planning and Land Use management
Acquisition
of
additional
well-
located
land
Number of hectares of land purchased
557 hectares of land purchased by June 2017
Purchasing of 506, 6511 hectares of land by June 2022
200 - - Adequate budget
Purchased hectares of land
Sufficient supply of well-located land More efficient land utilisation
Town Planning & Human Settlements
Deed of Sale Deed of Transfer
Spatial Planning and Land Use Management
Sustainable human settlements and improved quality of life
Transforming human settlements
Spatial Planning and Land Use management
Provision of security of tenure
Number of upgraded and proclaimed informal settlements
Newtown Extension surveyed and framed into a general plan
5 informal settlements upgraded by June 2022 -Newtown -aMawag at Kwazamokuhle -Evergreen -Uitkyk -Vaalbank
1 2 1 Adequate Budget
Registered and proclaimed human settlements Number of stands created
Sustainable human settlements and improved quality of life Improved security of tenure
Town Planning & Human Settlements
General Plan Layout plan Council Resolution Township Registration certificate Proclamation Notice
Spatial Planning and Land
Vibrant,
equitable
and
Transformi
ng human
settlements
Spatial Planning and Land Use management
Provision of security of tenure
Number of establishe
3 villages established by
3 new villages established
1 1 1 - Registered and proclaimed
Sustainable human settlemen
Town Planning & Human Settlements
Layout plan
305 The Number One African City in Service Delivery, Innovation and Good Governance
Use Management
sustainabl
e rural
communiti
es and
food
security
d rural villages
June 2017
by June 2022
human settlements Number of stands created
ts and improved quality of life
Council Resolution Township Registration certificate Proclamation Notice
Spatial Planning and Land Use Management
Sustainable human settlements and improved quality of life
Transforming human settlements
Spatial Planning and Land Use management
Provision
of
residential,
business,
industrial,
institutiona
l,
educationa
l,
municipal,
and public
open
space
Number of stands registered
2024 stands were registered by June 2017
6000 stands
registered by
30 June
2019
(Rondebosc
h Integrated
Human
Settlement)
Adequate Budget
Registered and proclaimed human settlements Number of stands created Reduced housing backlog
Satisfied community Improved security of tenure
Town Planning & Human Settlements
Council Resolution Approved layout plan General Plan
Spatial Planning and Land Use Management Spatial Planning and Land Use Management
Sustainable human settlements and improved quality of life Sustainable human settlements and improved quality of life
Transforming human settlements Transforming human settlements
Spatial Planning and Land Use management Spatial Planning and Land Use management
Provision
of
residential,
business,
industrial,
institutiona
l,
educationa
l,
municipal,
and public
open
space
Provision
of
residential,
business,
industrial,
institutiona
l,
educationa
Number of stands registered Number of stands registered
1290 stands registered by 30 June 2019 (Newtown Ext 01)
Adequate Budget
Registered and proclaimed human settlements Number of stands created Reduced housing backlog
Satisfied community Improved security of tenure
Town Planning & Human Settlements
Council Resolution Approved layout plan General Plan
306 The Number One African City in Service Delivery, Innovation and Good Governance
l,
municipal,
and public
open
space
Spatial Planning and Land Use Management
Sustainable human settlements and improved quality of life
Transforming human settlements
Spatial Planning and Land Use management
Provision
of
residential,
business,
industrial,
institutiona
l,
educationa
l,
municipal,
and public
open
space
Number of township application for registration submitted by 30 une 2019
Submit 1 township
application for
registration by 30 June
2019 (Dennesig North Extension 1)
- - - Adequate Budget
Registered and proclaimed human settlements Number of stands created Reduced housing backlog
Satisfied community Improved security of tenure
Town Planning & Human Settlements
Council Resolution Approved layout plan General Plan
Spatial Planning and Land Use Management
Sustainable human settlements and improved quality of life
Transforming human settlements
Spatial Planning and Land Use management
Provision
of
residential,
business,
industrial,
institutiona
l,
educationa
l,
municipal,
and public
open
space
Number of stands registered
501 stands registered by 30 June 2019 (Dennesig North Extension 1)
Adequate Budget
Registered and proclaimed human settlements Number of stands created Reduced housing backlog
Satisfied community Improved security of tenure
Town Planning & Human Settlements
Council Resolution Approved layout plan General Plan
307 The Number One African City in Service Delivery, Innovation and Good Governance
6. KPA : SPATIAL AND COMMUNITY DEVELOPMENT
KPA Goal : Provide a safe, healthy, informed environment for the communities
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Facilitate for the creation of a safe, secured, informed and healthy environment for the community
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/2020
2020/2021
2021/2022
Traffic Services
All people in South protected and feel safe
Facilitate the development of safer communities through better planning and enforcement of traffic laws & by-laws
Law enforcement
To ensure strict compliance to traffic laws and to fast track finalisation of traffic offences
Number of municipal courts established
New indicator
1 Municipal court established by June 2022
- - 1 Approve budget Funding Personnel
To improve road safety Ensure that people adhere to traffic laws
Fully functional municipal court to adequately attend to traffic fine payment & traffic cases
Traffic Services
Project report
Traffic Services
All people in South protected and feel safe
Facilitate the development of safer communities through better planning and enforcement of municipal by-laws & other laws
Law enforcement
To provide an effective and efficient law enforcement
Number of road traffic law enforcement operations conducted
2338 road traffic enforcement operations to be conducted as at 31 March 2018
2600 road traffic enforcement operations to be conducted by June 2022
650 650 650 Approved budget Funding Personnel
Improved road safety
Safe roads
Traffic Services
Transgression Scripts
Fire and rescue
Provide a safe environment for the community
Facilitate for the creation of a safe, secured, informed and Healthy environment for the community
Fire Prevention
To minimise the incidents of fire in buildings and premises to ensure a safe community
Number of fire prevention inspections conducted
331 fire prevention inspections conducted by June 2018
1300 fire prevention inspections conducted by 30 June 2022
320 325 330 Human and material resources
Fire prevention inspections conducted
Safe community
Emergency Services
Inspection reports signed by clients
308 The Number One African City in Service Delivery, Innovation and Good Governance
6. KPA : SPATIAL AND COMMUNITY DEVELOPMENT
KPA Goal : Provide a safe, healthy, informed environment for the communities
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Facilitate for the creation of a safe, secured, informed and healthy environment for the community
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/2020
2020/2021
2021/2022
Fire and rescue Services
Provide a safe environment for the community
Facilitate for the creation of a safe, secured, informed and Healthy environment for the community
Fire Prevention
To minimise the incidents of fire in buildings and premises to ensure a safe community
Number of new fire stations constructed
New Indicator
1 new fire stations constructed in Do ornkop
1 - - Approved budget Funding
Fire Station Constructed
Safe community
Emergency Services
Project report
Fire and rescue Services
Provide a safe environment for the community
Facilitate for the creation of a safe, secured, informed and Healthy environment for the community
Disaster Management
To ensure safe and healthy environment for the community
Number of Contingency plan reviewed within Disaster management plan
Contingency plans reviewed
5 Contingency plans reviewed annually by 30 June 2022
1 1 1 Human and material resources
Informed community members
Safe community
Emergency Services
Council Resolution approving the Reviewed Contingency plan
6. KPA: SPATIAL AND COMMUNITY DEVELOPMENT
KPA Goal: Provide a safe, healthy, informed environment for the communities
High level Strategic Alignment Reference: Vision 2040
2022 Strategic Objective: Coordinate sustainable social livelihood through integrated programmes
Service/Programme
NDP Reference
(as applicable)
MP Vision 2030
Reference (as
applicable)
Priority Area
Performance Objective
(PO)
Key Performance
Indicator
Baseline Five year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Departmen
t
POE
2019/ 2020
2020 / 2021
2021/ 2022
Gender & Social Development Programmes
Improve health and life expectancy
End of AIDS epidemic
HIV/AIDS
Create an environment with clear regulatory framework
Number of activities initiated to develop the implementation Operational Plan (IOP) for
1Developed 2012-2016 HIV/AIDS Strategy
Developed IOP with 2017-2022 AIDS Strategy
1 1 1 Funding Personnel
Developed Implementation Operational Plan
Sustainable independent living of community
MM Council Resolution
309 The Number One African City in Service Delivery, Innovation and Good Governance
2017-2022 AIDS, Strategy, adopted by Council implemented
Gender & Social Development Programmes
Improve health and life expectancy
End of AIDS epidemic
HIV/AIDS
Create an environment with clear regulatory framework
HIV Counselling and Testing (HCT) Campaigns.
Implementation plan for 2012-2016 Developed.
Implementation of the 2017-2022 HIV/AIDS Operational Plan (The treatment target i.e 90% diagnosed, 90% on treatment and 90% virally suppressed.
1 1 1 Funding Personnel
Developed Implementation Operational Plan
Sustainable independent living of community
MM Council Resolution
310 The Number One African City in Service Delivery, Innovation and Good Governance
6. KPA : SPATIAL AND COMMUNITY DEVELOPMENT
KPA Goal : Provide a safe, healthy, informed environment for the communities
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Coordinate sustainable social livelihood through developmental programmes
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/2020
2020/2021
2021/2022
Youth Development
Improve health and life expectancy A development orientated public service and inclusive citizenship
School health promotion Support mass participation and school sport programmes (Sport and Recreation)
Mayoral Games Sport Development games Indigenous games Dialogues and Debates
Address the
challenges
of youth
Number of social programs initiated and implemented to address the well-being of youth.
57 programs implemented
60 programs to be implemented address the wellbeing of youth by June 2022
12 12 12 Funding Personnel
Programs and activities
Active and healthy society Reduction in teenage pregnancy rate Socially cohesive all inclusive community
Youth Development
Programs Attendance Register Reports
Youth Development
Improve the quality of basic education Decent employment through inclusive economic growth A skilled and capable workforce to support inclusive growth
Increase the number of bursary recipients Skills Development and training Enabling environment for investment by streamlining application process -Youth employment incentive
Bursaries Learner -ships Entrepreneur development workshops Road shows Career expo Skills development Training
Address the
challenges
of youth
Number of programmes created to assist youth in improving their livelihoods.
33 programmes implanted
30 educational to be programmes implanted by June 2022
6 6 6 External Funding Personnel
Training and workshops
Increase the employability of youth Reduction in dropout rate Participation of youth
Youth Development
Programs Attendance Register Reports
311 The Number One African City in Service Delivery, Innovation and Good Governance
6. KPA : SPATIAL AND COMMUNITY DEVELOPMENT
KPA Goal : Provide a safe, healthy, informed environment for the communities
High level Strategic Alignment References: Vision 2040
2022 Strategic Objective: Coordinate sustainable social livelihood through developmental programmes
Service/ Programme
NDP Reference (as applicable)
MP Vision 2030 Reference (as applicable)
Priority Area Performance Objectives (PO)
Key Performance Indicator
Baseline Five Year Targets
Yearly Targets Input indicator
Output indicator
Outcome indicator
Lead Department
s
POE
2019/2020
2020/2021
2021/2022
-Enterprise financing support -Increase enrolment in FET colleges and universities
312 The Number One African City in Service Delivery, Innovation and Good Governance
13.4. Auditor General Outcome and Action Plan for 2017/18 FY
STLM has received an unqualified with matters opinion in 2017/187 financial year. The AG has raised certain issues that need to be addressed, and table 8 below outlines
the issues raised by the AG and how the municipality is going address them.
CATEGORY/ KEY AREA
FOCUS AREA (FINDING)
ROOT CAUSE OF NON-COMPLIANCE / INTERNAL CONTROL DEFICIENCIES
ACTION PLANS TO BE TAKEN DUE DATE RESPONSIBLE PERSON MONITORING MECHANISM / PERSON
Procurement Non-compliance with local content and production regulations
The check list for specifications did not adequately set the minimum threshold which local content and production need to comply with in the tender document
The bid specification committee must develop a checklist that verifies that all tenders comply with the supply chain regulations on local content and production.
30-Jun-19 Assistant Director: Supply Chain Management
Director: Financial Services / CFO
Annual Financial Statements
Debtors with credit balances
> Consumers that has made payments in advance, the system recognises that as a negative (credit) balance. > Credit balances resulting from transfers and adjustments on consumer accounts were not considered as advance payments, therefore incorrectly classified under debtors.
To engage the system vendor to customise the functions to recognise all debtors with credit balances as Advance Payments
30-Jun-19 Assistant Director: AFS and Assets
Director: Financial Services / CFO
Cash Management
The bank reconciliation was not performed on a monthly basis
The introduction of a new financial system impacted on the monthly preparation of bank reconciliation statements.
To monitor the performance of the monthly bank reconciliations
30-Jun-19 Assistant Director: Expenditure
Director: Financial Services / CFO
Assets Management
Depreciation differences identified
The depreciation start date as per the Fixed Asset Register differed from the date on the completion certificate.
Intake of the completed asset on the asset register to be done using the completion certificate date for depreciation purposes.
30-Jun-19 Assistant Director: AFS and Assets
Director: Financial Services / CFO
Assets Management / All
Assets that could not be physically verified
Management did not implement controls over leased items on construction sites, resulting in items being incorrectly added as part of the components of the projects.
Proper management of the projects to be implemented.
30-Jun-19 All project managers / AFS and Assets Section
All Executive Directors
Assets Management / All
Completeness of impairment
Management did not implement controls to ensure that all assets that are not in good working condition were included in the auction/disposal list.
To verify the completeness of the impairment list based on the conditional assessment of the assets
30-Jun-19 Assistant Director: AFS and Assets
Director: Financial Services / CFO
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CATEGORY/ KEY AREA
FOCUS AREA (FINDING)
ROOT CAUSE OF NON-COMPLIANCE / INTERNAL CONTROL DEFICIENCIES
ACTION PLANS TO BE TAKEN DUE DATE RESPONSIBLE PERSON MONITORING MECHANISM / PERSON
Assets Management / All
Project cost incorrectly measured in the fixed assets register.
Management did not complete the accounting treatment of the transaction
To develop a mechanism to account for penalty charges
30-Jun-19 Cotract Management/Assitant Expendiure Creditors/ /Assistant Director: AFS and Assets
Director: Financial Services / CFO
Assets Management
Amortization useful life not in line with accounting policy
Management did not review the Accounting Policy on the AFS to be in line with the Asset Management Policy with regards to the useful lives of intangible assets.
Review of Accounting Policies to ensure that it is in line with the Asset Management Policy
30-Jun-19 Chief Audit Executive Audit Committee / MM
Revenue Management
Estimate for Pre-paid meter sales in advance not reliable
Management used a methodology that was understood to be a reliable estimate of the prepaid electricity sales in advance.
Management to sought AG's advice on a reliable methodology used to calculate estimates on prepaid electricity sales in advance
30-Apr-19 Assistant Director: AFS and Assets
Director: Financial Services / CFO
Revenue Management
Sundry deposits register amount does not agree with amount of sundry deposits in the general ledger.
>Management did not review the sundry deposits register to ensure that it agrees with the amount on the general ledger > Munsoft sundry not on the enviroement - Manually
Review of sundry deposits register to ensure that it agrees with the amount on the general ledger
30-Apr-19 Assistant Director: AFS and Assets & Assistant director: Revenue
Director: Financial Services / CFO
Revenue Management
Incorrect classification in consumer deposits
Deposits that do not meet the requirements of consumer deposits were classified as such.
Management to review the all the deposits to ensure that they are classified correctly.
30-Jun-19 Assistant Director: AFS and Assets & Assistant Director: Revenue
Director: Financial Services / CFO
Annual Financial Statements
Not all Key financial assumptions used are disclosed in the financial statements
Management did not review the disclosure notes on the AFS to be in line with the actuarial reports with regards to the key assumptions used.
Review of disclosure notes to ensure that it is in line with the actuarial reports.
01-Aug-19 Chief Audit Executive Audit Committee / MM
Annual Financial Statements
Performance bonus provision misstated
Lack of inter-departmental cooperation for information relating to performance bonuses
To obtain all relevant information for all the positions entitled for performance bonus to be able to accurately calculate the bonus provision.
30-Jun-19 Assistant Director: PMS / Assistant Director: AFS and Assets
Director: Strategic Support / MM / CFO
Revenue Management
Control deficiency in reconciliation of revenue from Traffic
Traffic and Financial system not integrated.
To integrate the traffic and the financial system to ensure
30-Jun-19 System Administrator / Assistant Director: AFS
Director: ICT/ Director: Financial Services / CFO
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CATEGORY/ KEY AREA
FOCUS AREA (FINDING)
ROOT CAUSE OF NON-COMPLIANCE / INTERNAL CONTROL DEFICIENCIES
ACTION PLANS TO BE TAKEN DUE DATE RESPONSIBLE PERSON MONITORING MECHANISM / PERSON
Department and Munsoft system
reconciliation is performed on a monthly basis.
and Assets/Director: Public Safety
Annual Financial Statements
Public contributions and donations not disclosed in the annual financial statements
Management did not disclose operational expenditure incurred by the District Municipality on behalf of the municipality.
To disclose all operational expenditure incurred on our behalf as in-kind donations and assistance.
30-Jun-19 IWS (developers donation)/Assistant Director: AFS and Assets
Director: Financial Services / CFO
Revenue Management
Document not provided
Incorrect classification of unallocated deposit revenue.
To ensure that transactions are allocated to the correct accounts
30-Jun-19 Assistant Director: Revenue / Assistant Director: AFS and Assets / Assistant Director: Expenditure
Director: Financial Services / CFO
Human Resources/ Corporate
HR policies are not regularly updated
HR policies not reviewed annually. The municipality must submit the HR policies to Coucil for approval.
31-Mar-19 Director: Human Resource Executive Director: Corporate Services
All Skills are not transferred to the entity's employees in the division where outsourced services are utilised.
The skills transfer processes to the municipal officials is not formally documented.
> To develop procedure manual on skills transfer to municipal officials. > To formally demonstrate skills transferred to the municipal officials
30-Jun-19 Director: Human Resource / All HODs
All Executive Directors
Human Resources
No pre-approval was obtained prior to annual leave being taken
The leave policy does not cater for annual leave on emergencies and any other abnormalities.
Leave policy to be reviewed to include provisions for annual leave on emergencies and any other abnormalities.
31-Mar-19 Director: Human Resource Executive Director: Corporate Services
Human Resources
Appointment procedures not followed upon appointment of new employees
Appointments in positions which are linked to the political offices.
> Advert to be issued on the two positions > The appointments of positions linked to political offices to be regulated within the recruitment and selection policy
31-Mar-19 Executive Director: Corporate Services
Municipal Manager
Annual Financial Statements
Incorrect adjustment of prior period error in the statement of net assets
Prior period error was netted off against the surplus
The prior period errors will be restated against each specific line item on the AFS.
30-Jun-19 Assistant Director: AFS and Assets
Director: Financial Services / CFO
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CATEGORY/ KEY AREA
FOCUS AREA (FINDING)
ROOT CAUSE OF NON-COMPLIANCE / INTERNAL CONTROL DEFICIENCIES
ACTION PLANS TO BE TAKEN DUE DATE RESPONSIBLE PERSON MONITORING MECHANISM / PERSON
AFS / Cash Flow Statement
Statement of cash flow incorrectly presented in the annual financial statement
> Incorrect disclosure on the face of the cashflow statement >Calculation error on movement on provisions
Review of the AFS to ensure that all items have been properly calculated and disclosed.
01-Aug-19 Chief Audit Executive Audit Committee / MM
Annual Financial Statements
Non-compliance with disclosure requirement
No related parties register in place To develop a related parties register 30-Jun-19 Chief Risk Officer Municipal Manager / CFO
Annual Financial Statements
Contingent assets not disclosed on financial statements
Management did not disclose WIP incurred by the District Municipality on behalf of the municipality.
To disclose all WIP assets incurred on our behalf as contingent assets
30-Jun-19 Assistant Director: AFS and Assets
Director: Financial Services / CFO
Annual Financial Statements / Legal and Admin
Contingent liabilities not disclosed on the financial statements
Management did not disclose all contingent liabilities on the AFS.
To make sure that all contingent liabilities are disclosed.
30-Jun-19 Director: Legal and Admin / Assistant Director: AFS and Assets
Executive Director: Corporate Services / Director: Financial Services / CFO
Annual Financial Statements
Contingencies disclosed in the AFS cannot be traced to the contingencies register
Management did not disclose all contingent liabilities on the AFS.
To make sure that all contingent liabilities are disclosed.
30-Jun-19 Director: Legal and Admin / Assistant Director: AFS and Assets
Executive Director: Corporate Services / Director: Financial Services / CFO
Annual Financial Statements
Unauthorised expenditure not disclosed in the annual financial statement
Management did not disclose all the unauthorised expenditure on the AFS.
All overspending on the Votes to be disclosed as unauthorised expenditure
30-Jun-19 Assistant Director: Budget and Reporting
CFO / MM
Annual Financial Statements
Opening balance of irregular expenditure disclosed is misstated
Correction on the prior year opening balance not done.
To ensure that all prior year corrections are effected on the opening balances
30-Jun-19 Assistant Director: Supply Chain Management
CFO
Annual Financial Statements
Irregular expenditure condoned should be referred to as written off on the note
Oversight on interpretation of the words "Condoned" and "Written off" during the preparation of the AFS.
To implement the recommendation that the irregular expenditure written off by Council as "written off" not condoned.
30-Jun-19 Assistant Director: Supply Chain Management
CFO
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CATEGORY/ KEY AREA
FOCUS AREA (FINDING)
ROOT CAUSE OF NON-COMPLIANCE / INTERNAL CONTROL DEFICIENCIES
ACTION PLANS TO BE TAKEN DUE DATE RESPONSIBLE PERSON MONITORING MECHANISM / PERSON
Procurement Supplier did not submit a declaration of interest
The evaluation process was not conducted properly to ensure that declaration of interest was submitted.
SCM must ensure that the submission of the declaration of interest form (MBD4) is compulsory.
30-Mar-19 Assistant Director: Supply Chain
Director: Financial Services / CFO
Procurement Reasons for not following supply chain processes on quotations not provided or do not appear to be reasonable
Management did not implement controls to ensure that reasons for deviations are provided or reasonable in line with the supply chain management regulations.
The end user department must ensure that deviations are in accordance with the supply chain management regulations
30-Jun-19 All HODs All Executive Directors / MM
Procurement Deviations not disclosed in the annual financial statements
Management did not disclose all the deviations on the AFS.
All deviations must be disclosed on the AFS.
30-Jun-19 Assistant Director: Supply Chain
Director: Financial Services / CFO
Procurement Tender was no advertised for a period of 30 days
Tender not advertised for the period required by the SCM regulations.
Tenders valued R10 million or more to be advertised for period of 30 days.
30-Jun-19 Assistant Director: Supply Chain Management
Director: Financial Services / CFO
Procurement The price paid on a section 32 deviation is not the same as the original contract
Proper due diligence not conducted on the appointment of the service provider through Section 32.
The evaluation committee must conduct due diligence on the appointment of the service provider through Section 32.
30-Jun-19 Assistant Director: Supply Chain Management
Director: Financial Services / CFO
Procurement Awards made to suppliers who failed to declare that they were in the service of other state institutions
False declaration by the company directors.
Suppliers with false declarations to be reported to the National Treasury for blacklisting.
30-Jun-19 Assistant Director: Supply Chain Management
Director: Financial Services / CFO
Procurement Awards made to suppliers who failed to declare that its members/ directors are business partners with employees of the Steve Tshwete Local Municipality
False declaration by the company directors.
Suppliers with false declarations to be reported to the National Treasury for blacklisting.
30-Jun-19 Assistant Director: Supply Chain Management
Director: Financial Services / CFO
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CATEGORY/ KEY AREA
FOCUS AREA (FINDING)
ROOT CAUSE OF NON-COMPLIANCE / INTERNAL CONTROL DEFICIENCIES
ACTION PLANS TO BE TAKEN DUE DATE RESPONSIBLE PERSON MONITORING MECHANISM / PERSON
Procurement Tender was not advertised to the public
No controls in place to ensure that all quotations between R30k to R200k are advertised on the municipal website and on all official notice boards of the municipality.
> All quotations between R30k to R200k must be advertised on the municipal website and on all official notice boards of the municipality. > The procurement plan should be updated with the dates of advert.
30-Jun-19 Assistant Director: Supply Chain
Director: Financial Services / CFO
Procurement Reasons for not following supply chain processes not provided or do not appear to be reasonable
Management did not implement controls to ensure that reasons for deviations are provided or reasonable in line with the supply chain management regulations.
The end user department must ensure that deviations are in accordance with the supply chain management regulations
30-Jun-19 All HODs All Executive Directors / MM
All No Gap analysis for use of consultants
No feasibility study/need assessment for the use of consultants
Management to develop a tool that departments must use to undertake feasibility study/needs assessment for the use of consultants.
30-Jun-19 CFO and Chief Audit Executive
Municipal Manager
AOPO Reported information as per APR does not agree to the recalculation in the listing
Miscalculation of the listing against the reported information
Quality review of APR against the listing
31-Jul-19 Chief Audit Executive / Assistant Director: PMS
MM
AOPO New water connection could not be traced to the listing
Manual recording of new water connections on the listing and job cards
Automate new connections and job cards recordings.
30-Jun-19 Director: Strategic support / Director: Civil engineering
Executive Director: Infrastructure and Technical Services / MM
AOPO Difference between the 12 hours’ outages listing and the control officer operation instruction forms were identified
Delayed submission of the listing and operational instruction during the audit process.
The PMS must submit the listing and operational instruction form as per the timelines of the AG request of information.
31-Jul-19 Director: Strategic support / Director: Electrical engineering
Executive Director: Infrastructure and Technical Services / MM
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CATEGORY/ KEY AREA
FOCUS AREA (FINDING)
ROOT CAUSE OF NON-COMPLIANCE / INTERNAL CONTROL DEFICIENCIES
ACTION PLANS TO BE TAKEN DUE DATE RESPONSIBLE PERSON MONITORING MECHANISM / PERSON
AOPO Difference between the 4 hours Outages listing and the control officer operation instruction forms were identified
Miscalculation of the listing against the instruction form
Quality review of APR against the listing
31-Jul-19 Chief Audit Executive / Assistant Director: PMS
MM
AOPO Variances between the nursery books and the trees listing were identified
Miscalculation of the listing against the reported information
Quality review of APR against the listing
31-Jul-19 Chief Audit Executive / Assistant Director: PMS
MM
AOPO Indicator duplicated in the adjusted SDBIP
Error on duplication of the indicator on the adjusted SDBIP
Quality review of initial SDBIP indicator against the adjusted SDBIP
31-Jul-19 Chief Audit Executive / Assistant Director: PMS
MM
AOPO Water and Sanitation
Set targets not SMART Targets set must be realistic 31-Jul-19 Director: Strategic support MM
Assets Management
No supporting documentation for consignment inventory in the premises of the auditee
Lack of registers and proper documentations at the municipality's stores which are stored by other departments within the municipality.
A register of all items stored at stores premises by other departments must be developed.
30-Jun-19 Assistant Director: Supply Chain
Director: Financial Services / CFO
Assets Management
No physical verification performed on land
The municipality relied on the system for physical verification of land
To sought an additional mechanism to physically verify land
30-Jun-19 Director: Town planning / Assistant Director: AFS and Assets
Executive Director: Infrastructure and Technical Services / Director: Financial Services / CFO
Assets Management
Depreciation accounting policy is not in line with Municipal Asset Management Policy
Management did not review the Accounting Policy on the AFS to be inline with the Asset Management Policy with regards to the useful lives of assets.
Review of Accounting Policies to ensure that it is in line with the Asset Management Policy
30-Jun-19 Chief Audit Executive Audit Committee / MM
Assets Management
Fixed Asset Register not adequate
Use of an excel asset register To automate the asset management module
30-Apr-19 Assistant Director: AFS and Assets
Director: Financial Services / CFO
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CATEGORY/ KEY AREA
FOCUS AREA (FINDING)
ROOT CAUSE OF NON-COMPLIANCE / INTERNAL CONTROL DEFICIENCIES
ACTION PLANS TO BE TAKEN DUE DATE RESPONSIBLE PERSON MONITORING MECHANISM / PERSON
All The municipality does not have a register of related party register
No related parties register in place To develop a related parties register 30-Jun-19 Chief Risk Officer Municipal Manager / CFO
AFS / Legal List of Attorneys on the financial statements is incomplete
Management did not disclose all Council attorneys on the AFS.
To make sure that all Council attorneys are disclosed.
30-Jun-19 Director: Legal and Admin / Assistant Director: AFS and Assets
Executive Director: Corporate Services / Director: Financial Services / CFO
AOPO The Technical indicator descriptions and the indicators are not specific enough
Set targets not SMART Indicator must be specific 31-Jul-19 Director: Strategic support MM
Procurement The deviation and contract registers of the municipality are not updated
Not all information is captured on the deviation and contract registers.
To make sure that the deviation and the contract registers are updated with all the information
30-Jun-19 Assistant Director: Supply Chain management / Director: Legal and Admin
CFO / Executive Director: Corporate Services
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CHAPTER 14: DISASTER MANAGEMENT
14.1 Introduction
Section 1 of the Disaster Management Act, No. 57 of 2002 defines “disaster management” as “a
continuous and integrated multi-sect oral, multi-disciplinary process of planning and implementation
of measures aimed at prevention or reducing the risks of disaster; mitigation the severity or
consequences of disasters; emergency preparedness; a rapid response and effective response to
disasters; and post-disaster recovery, and rehabilitation”.
The sub-division of Disaster Management aims to efficiently and effectively manage disaster
scenarios, pro-actively and re-actively, through determining and implementing, prevention,
mitigation, preparedness, awareness, response, recovery and reconstruction strategies. The
municipality has developed a Disaster Management framework and it was adopted by Council under
the resolution M18/8/2011 and SC08/06/2016). The aim of the disaster framework is
The Fire Brigade Services Act 99 of 1987 provide for:
To provide for the establishment, maintenance, employment, coordination and standardization of
fire brigade services and matters for connected therewith.
“Service” means a fire brigade service intended to be employed for-
a) Preventing the outbreak or spread of a fire,
b) Fighting or extinguishing a fire,
c) The protection of life or property against a fire or other threatening danger,
d) The rescue of life or property from fire or other danger,
e) Subject to the provision of the Health Act 1997 (Act no 63 of 1997) the rendering of an
Ambulance service as an integral part of the fire brigade service,
14.2. Legislative framework
Any Disaster Management activity has to be attended to in terms of the following legislation and
other supporting documentation:
Constitution of South Africa section 41(1) (b)
Disaster Management Act, Act 57 of 2002.
National Disaster Management Framework of 2005, published in terms of the Act.
The Local Government Municipal Systems Act, Act 32 of 2000, as amended.
Provincial Disaster Management Framework.
Nkangala District Disaster Management Framework.
Steve Tshwete Disaster Management Framework, as adopted by Council Resolution
M18/8/2011 and SC08/06/2016).
The holistic development and implementation of Disaster Management at municipal
level in compliance with Chapter 5 of the Disaster Management Act.
The relevant sections of the Safety at Sports and Recreational Events Act, Act 2 of
2010.
Any Directives that from time to time, may be issued by the Municipality, Province or
National Government
Steve Tshwete Disaster Management Plan Level 1, as adopted by Council Resolution
M18/8/2011).
Fire Brigade services Act, Act 99 of 1987
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National Veld and Forest Fire Act, Act 101 of 1998
Steve Tshwete final Disaster Management Plan Level 2 and 3 as adopted by Council
Resolution SC08/06/2016.
14.3. Disaster Risk Reduction
Table 19: Disaster Prevention, Mitigation for Specific Known Risk
HAZARDS DISASTER PREVENTION, MITIGATION FOR SPECIFIC KNOWN RISK
Road accidents
Develop a unified incident management system.
Ensure compatibility of rescue vehicles and equipment within Local
Municipality.
Develop a specialised rescue team within the Fire Service.
Ensure continuous training and refresher causes relating to rescues.
Implementation of (SOP’s) Standard Operating Procedures relating to
Rescue equipment.
Conduct road safety awareness and training campaigns.
Veld Fires Implementation of veld and forest regulation.
Implementation of veld fire campaigns.
Implementation of veld fire management training and awareness
campaigns.
Provision of adequate fire hydrant infrastructure in all rural and farm
arrears.
Ensure compatibility of veld fire equipment within the Local Municipality
and the land owners.
Floods Implementation of flood awareness campaigns.
Adequate provision for maintenance of storm water systems.
Development and implementation of evacuation plans.
Relocation of residents located close to flood line to safer arrears.
Building capacity within Rescue Services to enable adequate water
rescue operations.
Ensure adequate response.
Implementation of land use regulations.
Ensure early warning arrangements – Municipal communications
department and SA weather service.
Severe storms and Strong winds
Ensure effective early warning systems – Municipal communications
department and SA weather.
Identify critical facilities.
Ensure adequate response capabilities of Emergency Services.
Implement education and awareness campaigns.
Implement building regulations.
Informal and structural fires
Implement education and awareness campaigns.
Provision of adequate fire hydrants and water supplies.
Ensure sufficient personnel and firefighting equipment.
Provide access roads to informal and rural areas
Water and Air pollution
Ensure continuous monitoring of water and air quality within the Local
Municipality.
Ensure continuous flushing of reservoirs and infrastructure.
implement training and awareness campaigns
Hazardous Material Incidents
Ensure the registration of vehicles transporting hazardous material.
Continuous monitoring of premises handling storage and distribution of
hazardous material.
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Awareness campaigns and training in the handling storage and
distribution of hazardous material.
Ensure competently trained personnel.
Illegal Dumping
Ensure the maintenance and provision of mini dumping sites.
Removal of waste material on a daily basis (Refuse bags etc.)
Participate in the annual cleanest town competition.
Implementation of by – laws relating to illegal dumping.
Implement awareness campaigns.
Droughts Implementation of agreements with mining industry for the supply of
potable water.
Record keeping of the location of bore holes.
Controlling of dam water supply.
Maintain infrastructure supplying water between Emalahleni Local
Municipality, Eskom and Steve Tshwete Local Municipality.
Ensure effective early warning arrangements – SA weather Services,
Municipal communications departments.
Implement education and awareness campaigns.
Dam failure Maintain and monitor dam infrastructure.
Railway accident
Awareness campaigns.
Establish continuous deliberation between SA rail and Local Municipality.
Check and maintain Rescue equipment on a daily basis.
Table 20: Steve Tshwete’s risk profile and mitigation strategies
HAZARD RESPONSIBLE ACTIVITY
ROAD ACCIDENTS
Fire Services Control Centre (013) 243 2222
Dispatch all emergency services
Fire service Assist with service components where rescue, patient treatment is required.
Municipal and Provincial Traffic Assist with service components where Traffic diversion / management is required.
Provincial and private Ambulance Services
Assist with service components where triage, patient treatment and transport to medical facilities are required.
TRAC Assist with service component where safety measures and cleaning of the road is required.
(SAPS) South African Police Service (Pathologists, crime scene photographers and Detectives)
Assist with specialized services where required.
Towing Service Assist with service components where towing of the affected vehicles is required.
Emergency Services Chaplains Assist with service component where counseling of the affected families is required.
Municipal Disaster Management Activate local Joint Operations Centre and co – ordinate relevant departments and stake holders and Liaise with (NDDMC) Nkangala District Disaster Management Centre.
Municipal Communications Co - ordinate activities with political leadership and media.
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HAZARD RESPONSIBLE ACTIVITY
VELD FIRES Municipal Communications Co – ordinate activities with the political leadership
Fire Services Control Centre Dispatch all Emergency Services. (Fire, land owners, EMS, SAPS etc.) Assist with service components where fire fighting, search and rescue, patient treatment and transportation to medical facilities, Evacuation and relocation is required.
SANDF (4SAI) Assist with service component where rescue and evacuation is required.
Emergency Services Chaplains Assist with service components of counseling the affected families where required.
Municipal and Provincial Traffic Assist with service component where diversion and provision of access route, Evacuation and relocation is required.
(DAFF) Department of Agriculture, Forestry and Fisheries
Verify damages and assist with recovery
(DARDLA) Department of Agriculture, Rural development and land administration.
Verify and assist with production inputs and rehabilitation.
(DSD) Department of social development
Provide/ assist with social services to affected communities (Social relief)
Municipal Disaster Management Monitor, co-ordinate and liaise with NDDMC, activate local Joint Operations Centre all activities and relieve operations with role players.
FLOODS,SEVERE STORMS AND STRONG WINDS
Municipal Communications Co - ordinate activities with political leadership and media.
Fire Services Assist with service components where search and rescue, evacuation, relocation is required.
Municipal and Provincial Traffic Assist with service components where evacuation, relocating and provision of access routes is required
Municipal Human Settlement Assist with service components where Emergency housing is required.
Municipal finance & Corporate Departments
Assist with service components in funding and arrangements for the affected Municipal Infrastructure.
Municipal and provincial Traffic Assist with service components where provision of access routes, evacuation, and relocation is required.
Municipal Infrastructure Services Assist with service components regarding all technical arrangements.
Municipal Disaster Management Activate local Joint Operations Centre monitor and co – ordinate role players / stakeholders.
EMS & Private Ambulance Services Assist with service components for patient treatment and transportation.
(SARC) South African Red Cross, Social development and SAPS
Assist with service component locating missing persons and care.
Emergency Services Chaplains Assist with service components of counseling the affected families where required.
INFORMAL SETTLEMENT
Fire Services Assist with service components where fire operations are required.
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HAZARD RESPONSIBLE ACTIVITY
AND STRUCTURAL FIRES
Municipal Human Settlement Assist with service components where Emergency housing is required.
Social Development SAPS and Red Cross
Assist with service component locating missing persons and care.
Municipal and provincial Traffic Assist with service components where evacuation, relocating and provision of access routes is required.
Municipal Communications Co - ordinate activities with political leadership and media.
EMS & Private Ambulance Services Assist with service components for patient treatment and transportation.
Emergency Services Chaplains Assist with service components of counseling the affected families where required.
Municipal Disaster Management Activate local Joint Operations Centre monitor and co – ordinate role players / stakeholders.
WATER & AIR POLLUTION
Municipal Infrastructure Services Assist with service components regarding all technical arrangements.
Municipal Disaster Management Activate local Joint Operations Centre monitor and co – ordinate role players / stakeholders.
Municipal Communications Co - ordinate activities with political leadership and media.
HAZARDOUS MATERIAL INCIDENTS
Municipal Communications Co - ordinate activities with political leadership and media.
Municipal Disaster Management Activate local Joint Operations Centre monitor and co – ordinate role players / stakeholders.
Municipal and provincial Traffic Assist with service components where evacuation, relocating and provision of access routes is required.
Fire Services Assist with service components where fire and clean- up operations is required.
EMS & Private Ambulance Services Assist with service components for patient treatment and transportation.
SAPS
Assist with the service components regarding crowd control & law enforcement.
TRAC Assist with the service components regarding incident management.
Environmental Management Assist with the service components regarding the protection of the environment.
ILLEGAL DUMPING
Municipality Solid waste Services Monitor, co – ordinate, investigate and law enforcement.
Mobilization Chart INITIAL PHASE DETERIORATION PHASE DISASTER PHASE
Head of DM / MAYOR
Report to DOC
Communicate with GO's, NGO's, DDMC Head and Provincial Government
- Instruct emergency plan to be brought into operation
- Declare Disaster
MM (Municipal Manager)
- Man DOC - Assemble DOC and
notify Executive Managers
- Take over functions of EMPS after his/her departure
- Instruct emergency plan to be brought into operation
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- Actions in accordance with procedural check list
- Instruct Managers to report
- Instruct EMPS to report at disaster scene
- Communicate with Role players
- Monitor and give instructions
- Perform functions of Head DM in his/her absence.
Head DOC (Disaster Management Officer – DMO)
- Bring DOC into operation
- Notify MM - Establish
Communications - Actions in accordance
with the procedural plan
- Man Radio room (DOC)
- Effect plans and procedures of Emergency plan (SOP’s)
Executive Director
Report to DOC and notify HOD's
Instructions to all personnel to report
Effect plans and procedures of Emergency plan (SOP’s)
Asst. Directors & Directors
- Notify personnel - Report to workstations
Ensure personnel identification
- Effect plans and procedures of Emergency plan (SOP’s)
EMPS (Executive Director: Community Services)
- Report to DOC
- Depart to disaster scene
- Establish FCP - Give report to DOC - MM to manage - MPS functions in DOC
- Effect plans and procedures of Emergency plan (SOP’s)
- Request Evacuation and accommodation
Dep. Director (Fire & DM Services)
- Report at disaster scene
- Personnel already present
- Take command - Establish FCP
- Effect plans and procedures of Emergency plan (SOP’s)
SAPS Report at disaster scene
Senior Official to report at DOC
Care and stock keeping
Traffic, Law Enforcement & Security Services
- Alert Officials - On duty personnel
already on scene
- React - Establish vehicle park
- Control traffic to and from disaster scene
Departments (Personnel)
- Notify families
- Medical staff to report to clinic
- Control room personnel to report at DOC
- All other personnel to report at workstations
- Effect Instructions
EMS (Emergency Medical Services)
- Report to scene
- Effect triage and Casevac
- Hospital readiness
- Treat and Transport patients
Control Room - Receive emergency call
- Dispatch role-players - Notify role players as
per request
React according to instructions
- Relay messages and information to DOC and FCP
- Record keeping
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Legend: DOC : Disaster Operation Centre GO’s : Government Organizations NGO’s : Non-Governmental Organizations DDMC : District Disaster
Management Centre
DM : Disaster Management EMPS Executive Manager Public Services FCP : Forward Command Post MM : Municipal Manager HOD’s : Head of Departments DMO : Disaster
Management Officer
14.4. Response and Recovery
Contingency Plan for Steve Tshwete Local Municipality
The aim and objective is to provide an integrated approach to ensure a quick and effective response
to known hazards or emergency incidents to ensure the protection of life (Human and Animals),
infrastructure and environment.
1. AIM
The different roles and responsibilities of stakeholders during a disaster needs to be effected
in a coordinated manner to minimize duplication of resources and ensure optimal
effectiveness.
Consultation between the relevant role players and the Disaster Management Office will
enhance the decision making in the declaration of a disaster.
2. PHASES
There are 3 phases how the implementation of the Disaster plan can be set in motion
Initial phase
Deterioration phase
Disaster phase
a) INTIAL PHASE
Information received indicates that a situation can deteriorate into a situation of
emergency.
b) DETERIORATION PHASE
Indicates the deterioration of the existing situation and incase a drastic improvement does
not set in an emergency situation will develop.
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c) DISASTER PHASE
It indicates that an emergency situation exists and that actions should be taken as ordered.
3. PROCEDURAL PLAN
The following procedural plan will therefore guide the process of implementation from the
onslaught of a disaster until the termination of the disaster.
a) INITIAL PHASE
The DMO (Disaster Management Officer), after being notified will man the DOC (Disaster
Operation Centre) and bring it into operational readiness. He/She will notify the MM (Municipal
Manager) who will issue the instruction to assemble the DOC. (See attached Annexure A).
Executive Managers will immediately take the following steps:
Notify HOD’s (Head of Departments) that all officials must be ready and see that their
equipment are in order;
Arrangements must be made for the care of their families for an indefinite period;
The DMO will bring about channels for the necessary communications.
b) DETERIORATION PHASE
By the implementation of the deterioration phase, the Head of DM (Disaster Management) /
MM will give all Executive Managers instructions per radio or other means to report as soon
as possible. Executive Managers will at the same time give all their officials instructions to
report at their respective work stations. Medical staff must report to the clinic. Care must be
taken that all officials can be identified to enable them to obtain access to the Forward
Command Post (FCP), Mobile Command Centre or disaster area. Control room personnel
will immediately report to the DOC.
The deputy coordinator, Executive Manager Public Services (EMPS) and the Chief Fire
Services (CFS) will on instruction of the Head of DM/ MM depart to the disaster scene to
observe and to notify the DOC of the exact situation and to indicate what precautions must
be taken temporarily. The DMO will immediately man the radio room. The head of DM / MM
will liaise with the Nkangala District Municipality Disaster Management Centre (NDMDMC)
and the Provincial Disaster Management Centre (PDMC) in order to declare a local disaster.
If necessary the Head of DM / MM communicate with other role players.
DISASTER PHASE
With the implementation of the Disaster phase the emergency plan will be brought into
operation and the entire organization will go into action on the instruction of the Head of
DM/MM.
c) DETERIORATION PHASE
By the implementation of the deterioration phase, the Head of DM (Disaster Management) /
MM will give all Executive Managers instructions per radio or other means to report as
soon as possible. Executive Managers will at the same time give all their officials
instructions to report at their respective work stations. Medical staff must report to the
clinic. Care must be taken that all officials can be identified to enable them to obtain
access to the Forward Command Post (FCP), Mobile Command Centre or disaster area.
328 The Number One African City in Service Delivery, Innovation and Good Governance
Control room personnel will immediately report to the DOC.
The deputy coordinator, Executive Manager Public Services (EMPS) and the Chief Fire
Services (CFS) will on instruction of the Head of DM/ MM depart to the disaster scene to
observe and to notify the DOC of the exact situation and to indicate what precautions must be
taken temporarily. The DMO will immediately man the radio room. The head of DM / MM will
liaise with the Nkangala District Municipality Disaster Management Centre (NDMDMC) and the
Provincial Disaster Management Centre (PDMC) in order to declare a local disaster. If
necessary the Head of DM / MM communicate with other role players.
DISASTER PHASE
With the implementation of the Disaster phase the emergency plan will be brought into
operation and the entire organization will go into action on the instruction of the Head of
DM/MM.
CHAPTER 15. MUNICIPAL STRATEGIES, SECTOR PLANS AND POLICIES
Table 21: Municipal Strategies, Sector Plans and Policies
Department Available sector plans and policies
Date of adoption and council resolution number
Review Yes/No
Envisaged date of Reviewal
CORPORATE SERVICES
HRM Accident & Incident Reporting Procedure
M04/11/2012 No 2019
HRM Acting Allowance Policy & Procedure
Draft No 2019
HRM Annual Leave Procedure Policy C13/05/2012 No 2019 HRM Bereavement Policy M19/11/2011 No 2019 HRM Bursary By-Laws C23/03/2011 No 2019 HRM Clocking System Policy M07/05/2012 No 2019 HRM Conditions Of Service C63/11/2013 No 2019 HRM EAP Policy & Procedure M18/04/2006 No 2019 HRM Education, Training And
Development M14/11/2009 No 2019
HRM Employment Equity Plan M34/05/2009 No 2019 HRM Fraud Prevention & Response
Plan C08/03/2012 YES N/A
HRM Grievance Procedure Agreement 01/05/2007 No 2019 HRM Human Resource Strategy M44/05/2012 No 2019 HRM Cellular Phones - Obtaining And
Utilization M25/12/2010 No N/A
HRM OHS Policy - STLM M12/04/2010 No 2019 HRM Overtime Policy And Procedure Draft prepare 2010 No 2019 HRM Performance Appraisal M08/08/2010 No 2019
CORPORATE SERVICES
HRM Private Work Policy M30/05/2002 No 2019 HRM Appointment Of Staff - Procedure M07/07/2010 No 2019 HRM Retention Policy M08/07/2010 No 2019 HRM Smoking Policy S31/09/2001 No 2019 HRM Succession Planning M59/07/2010 No 2019 HRM Public Participation Strategy M35/01/2012 No 2019 HRM Communication Strategy M27/06/2004 Yes 2015
COMMUNITY SERVICES
COMM Disaster management plan and framework
SC08/06/2016 No 2021
COMM Integrated Waste Management Plan
C22/03/2018 No 2022
COMM Air Quality Management Plan Draft prepared 2019 No 2020
COMM Integrated Human Settlement Plan
C07/09/2015 Yes 2018
COMM Physical Security Policy M13/11/2016 No 2021
COMM Environmental Management Policy
Yes 2020
MUNICIPAL MANAGER
MM HIV,TB and STI’s Strategy 2017 - 2022
M37/07/2018 Yes 2022/23
MM Risk Register DM-AC07/06/2017 Yes Reviewed Annually
MM Internal Audit plan DM-AC10/07/2017 Yes Reviewed Annually
MM Local Economic Development Strategy
C21/09/2015 No 2022
MM PMS framework C62/05/2018 Yes 2019/20
TECHNICAL SERVICES
INFRA Electricity Master plan M06/03/2017 No 2022
INFRA Spatial Development Framework 2015 Yes 2018
INFRA Comprehensive Infrastructure Plan
2009 Yes 2017
INFRA Roads Masterplan SC33/02/2015 Yes 2021
330 The Number One African City in Service Delivery, Innovation and Good Governance
Department Available sector plans and policies
Date of adoption and council resolution number
Review Yes/No
Envisaged date of Reviewal
INFRA Water Services Development Plan
SC62/05/2018 Yes 2019
INFRA Integrated Transport Plan 2016 NA 2021
INFRA Municipal Buildings and Facilities Masterplan
SC62/05/2018 No 2022